TRAINING REPORT

ON
“PERFORMANCE APPRAISAL”
AT
THOMSON PRESS (INDIA) LTD.

Partial Fulfillment of

Masters in Business Administration (I.B)

Submitted by: SUDHEER SINGH

M.B.A. Session: 2007-09
Roll No. –
INSTITUTE OF LAW & MANAGEMENT STUDIES
SEC-40, GURGAON
(AFFILIATED TO MAHARSHI DAYANAND UNIVERSITY, ROHTAK)

1
 ACKNOWLEDGEMENT
At the outset would like to thank the management of THOMSON
PRESS (INDIA) LIMITED for the wholehearted cooperation and
guidance extended by them, which made my summer training
project possible.
I am very grateful to my project guide Mr.Mahender choudhary for
his support and suggestions, which led to the completion of this
project.
I would also like to thank Mr. Akhter, Mr. RC Sherma, Mr MD
Shukla and other staff members for their support and cooperation.
Finally a special thanks to Mr. Anil Mehra(Finance Head, TP),
Mr.AKHTER (H.R.Manager) for providing me this opportunity to
carry out the project.
Name: Sudhir Singh
Date:
Place: Faridabad.

2
 STUDENT DECLRATION
This is Sudhir Singh student of Master of Business Administration
(IB) hereby declare that the dissertation/thesis entitled “to prepare
the requirement and affects of the Performance Appraisal in the
HR position of the THOMPSAN PRESS (India) Limited (TP).
Submitted in the fulfillment of the project report; is my original
work and is not submitted for the any other degree, fellowship or
similar title or prize.
Place:
Date:

3
 INDEX

S.NO. TITLE PAGE NO.

1. COMPANY PROFILE

2. REVIEW OF LITERATURE

3. SYNOPSIS OF YHE PROJECT

4. EXISTING SYSTEM

5. DATA ANALYSIS AND

INTERPRETATION

6. SUGGESTION, RECOMMENDATION

AND CONCLUSION

7. ANNEXURE

4
5
 Founded in 1967 by Lord Thomson of Fleet, Founder of
Thomson Corporation (one of the biggest publishers in the
world), in partnership with current owners who are now the
majority shareholders. It was initially involved in the
distribution of publications of a large number of overseas
publishers, and printing of children's books for export. In 1974 the
focus shifted to printing of the group's prestigious publication India
Today. As of date apart from a number of prestigious magazines
printed for various publishing houses, Thomson Press also prints
high quality commercial POS items and books for the domestic and
export markets.
Each of our five printing units and two Repro units has developed its
own unique strengths and areas of expertise, providing our customers
with a strong support structure across an extensive range of printing
services.
Absolute commitment to quality, meticulous attention to detail and
unparalleled level of service have made Thomson Press a leading
specialist in Design, Prepress, Printing and distribution services. As
a company we are committed to employing dedicated staff, investing
in the very best technology available and maintaining a close
involvement with the industry.
Thomson Press Printing Division comprises of one Prepress and two
Printing units in Delhi, one printing unit in Chennai and one printing
& Book Bindery unit in Delhi exclusively for exports. Recently we
have opened our fourth printing unit in Mumbai, the port city of
India.
Thomson Press has always been a frontrunner in introducing the
latest printing technology in India

High end drum and flatbed scanners.

Multicolor sheetfed and web printing machines.
Mechanized binderies.
Copy dot scanner.

6
CTP.
The product range covers virtually all commercial print requirements
on paper and board, from bank instruments, to calendars, diaries,
books, corporate brochures, posters, folders, leaflets, and magazines.
This range of services and products covers designing, copy editing,
typesetting, high quality scanning and image manipulation, sheet fed
offset printing, heatset and coldset web offset printing, automated
binding, finishing, distribution and mailing services.
Customer service is taken care of by our wide network of sales
offices in Delhi, Mumbai, Kolkata, Bangalore and overseas in New
York and London.

THOMSON PRESS - HISTORY

7
Thomson press is the largest integrated printing press in India and
includes all services ranging from printing, publishing to digital data
processing. Company was incorporated in 1964 with equity
partnership from Thomson group based Canada. It commenced its
commercial operation in 1967. Dr. Zakir Hussain inaugurated the
parent plant located at Faridabad, in 1967.

Ever since establishment, Thomson press has worked to exemplary

high standard of printing technology with the use of latest state-of-art
technology and an excellent pool of talented, trained and highly
Skilled work force lead by dynamic Manager and Management staff.
Thomson press Management has hereafter kept pace with latest and
sophisticated printing technology being used by developed countries
like Japan, UK, France, Canada, Italy, Israel etc., by close global
liaison with other printing companies and equipment manufacturers
on a regular basis. As a company Thomson Press is sensitive to our
customer’s needs. We always endeavor to improve our service
through continual technology Up-gradation and regular training of
our human resources. Thomson Press to provide growth through
modernization, customer care and dedicated software development
for business.

8
OVERVIEW OF THE THOMSON PRESS:

9
 The company has achieved national and international recognition for
delivery of high quality printed material by Stringent measures of on-
line quality control on purchasing, vendor and process controlled
production facilities with an eye for quality where the service is
customer driven.

The company has job work of printing magazines like India Today,
Business Today, computer Today, Reader’s Digest, First city, Down
to Earth, Travel Trends and many more Periodicals which include
most of the domestic and international Airline in-flight magazines.
It also produces large number of multicolored posters, Brochures,
Leaflets, Press campaigns, Annual Reports, Company Manuals,
Calendars, Diaries, Bibles, Bound Books.

VISION OF THOMSON PRESS

10
• To maintain and be the acknowledged leader in

printing through consistent improvement in quality.

• To recognize the customers right to quality, services,

Timely Delivery and, Cost.

• To ensure maximum satisfaction to the clients.

• Too maintain ethical practices, legal, social, personal

conscience framework

• To encourage individual growth to fullest potential

• To achieve degree of efficiency and attain international

standards

• Quality through people and technology.

11
 To recognize the customer's right to Quality, Services, Timely Delivery
and Cost
To ensure maximum satisfaction to the clients
To continue to maintain ethical practices, legal, social, personal
conscience framework
To encourage individual growth to fullest potential
To maintain high degree of efficiency and attain international standards
Quality through people and technology

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OUR TEAM

Aroon Purie, Managing Director

An alumnus of the London School of Economics

and a Fellow of The Institute of Chartered
Accountants ( England and Wales ), Aroon Purie
is responsible for the strategic direction of the
company. He started his career in 1970 at Thomson
Press as Production Controller and still continues Aroon Purie
to be its guiding force. Managing Director
As Editor-in-Chief & Chairman of The India Today Group as well as
Chairman & Managing Director, TV Today Network Limited, he sets
the journalistic style for the largest, most respected magazine
publishing group and media conglomerate in India. He also heads the
new joint venture with the Daily Mail, U.K., to launch newspapers in
India shortly.
He has served as Chairman of the Council of Management, Audit
Bureau of Circulations (ABC) in 2000-1; Chairman & Member of the
CII's Committee on Media & Entertainment in 2003-04; and, is
presently a Member of the Executive Committee of the Editors Guild of
India and Vice-Chairman, Board of Directors, of the International
Federation of the Periodical Press (FIPP).
He is also the recipient of many prestigious Awards - The B.D. Goenka
Award for Excellence in Journalism (1988), The G.K. Reddy Memorial
Award for Outstanding Contribution to Journalism (1993-94), the ITA
Scroll of Honour, 2003 (News & Current Affairs) from the Indian
Television Academy, amongst others. Recently, he was conferred the
prestigious Apsara Award from the Film and Television Producers'
Guild of India for his Outstanding Contribution to Indian Television.
He was awarded the PADMA BHUSHAN - amongst India 's highest

13
civilian honours from the President of India in 2001.

Vinod Kumar, Executive Director

14
As CEO of Thomson Press including its digital
operations, Vinod Kumar looks after all its
investment centres located in Delhi, Faridabad,
Noida,Chennai,Mumbai and Mauritius. He has
been with the company for the last 21 years and
has been the architect of the various diversification
and expansion plans. Vinod Kumar
Earlier he had a long stint at Metal Box, a premier Executive Director
packaging company in India as Corporate Head of Finance and was
also responsible for Independent Investment Centres including its paper
and plastics division.
His experience of over 40 years in printing and finance offers a wealth
of guidance to all team members. He has been instrumental in the
company achieving a reputation in the market as a quality printing and
high-end typesetting service provider.
A Chartered Accountant by qualification, he is an associated member of
the Institute of Chartered Accountants , India and also holds a masters
degree in Finance Management from Jamnalal Bajaj Institute of
Management, Bombay.

Anil Mehra, Group Executive & Finance Director

Anil Mehra is a Fellow Member of the Institute of Chartered

Accountant of England & Wales as also of Institute of Chartered
Accountants of India. He is the Group Executive and Finance Director

15
of the India Today Group as well as Managing Director of Living
Media India Limited and has been associated with the Group for 35
years.he has considerable expertise in the printing and multimedia
industry.

Mehra's expertise includes Financial Management, Tax Planning,

Management Control, Legal, and Corporate Affairs. He has been
involved in all the projects and acquisitions for the India Today Group.

Mehra is also the Governor of leading Educational Institutions and

Trustee of charitable trusts.

He is also a keen Golf player.

Anil Mehra
Chief Financial
Officer

C J Jassawala, Chief Operating Office r

16
 C J Jassawala
Chief Operating
Officer
C J Jassawala joined Thomson Press, Print Business as Chief
Operating Officer in December 2006.
He did his post graduation in Human Resource Management from
XLRI, Jamshedpur and was selected to join the Tata Administrative
Services. There after, he worked for 23 years with Voltas (A Tata
Group Company) culminating in his last assignment there as Vice
President - Operations and Business Head. He carries a wide experience
in leadership, team building, turnaround management and business
excellence.
As COO, C J Jassawala is responsible for print operations across 5 units
in the country and offices abroad.

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 NATIONAL AWARDS

Award Name :
National Award for Excellence in Printing by all India
Federation of Master Printers
Position : 2nd
Year : 2002
Topic :Group - Offset Category - Book - Technical/ Medical

Award Name :
Special Export Award by CAPEXIL
Year : 2000 - 2001
Topic : Books

Award Name :
Special Export Award by CAPEXIL
Year : 1996-97, 1997-98
Topic : Typesetting

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Award Sappi Trading Printer of the
Name : years - Gold
Year : 2007
Topic : Printer's own Promotion

Award Sappi Trading Printer of the

Name : years - Gold
Year : 2007
Topic : Calendar

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Award Sappi Trading Printer of the
Name : years - Bronze
Year : 2007
Topic : Catalogues

Award Xerox
Name :
Year : 2007
Topic :

Award Xerox
Name :
Year : 2007
Topic :

Award Sappi Trading Printer of the year

Name :
Year : 2007
Topic :

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 Manufacturing Locations

Delhi
• Sheetfed and web offset printing Division (North)

• Delhi Mathura Road, Post Box No. 705, Faridabad- 121007,

INDIA Phone: 2285520-26, 2223970-74

Noida

• Export Printing and Books Binding Division

• C-35 Phase II, NOIDA 201305, INDIA

Phone: 91—11845-62949

• Security Printing Division, Noida w-18/19, Sector –11, NOIDA

Distt. Gautam Budh Nagar (UP)

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 Export Data Processing Division

• B11-1 NOIDA Export Processing Zone, NOIDA 201305, INDIA

Phone: 91-11845-62399

• F-5, Sector-3, Noida

91- 11- 25305176, 2443699, 2531633

Chennai

Export Data Processing Division

98 Lioyds Road, Royapettah, Chennai 600014, INDIA

• Printing Division (South)

A 9 Industrial Area, Maraimalai Nagar, Post Bag No. 4,
Chennai 603209, INDIA
Phone: (044) 24917595, 24917611, 249176545.

22
The product range covers:-
Virtually all commercial print requirements on paper and board

Bank instruments

Calendars

Diaries

Books

Corporate brochures

Posters

Folders

Leaflets

Magazines

This range of services and products covers:-

Designing

23
Editing
Typesetting
High quality scanning and image manipulation
SheetFed Offset Printing
Heatset and Coldset Web Offset Printing
Automated Binding
Finishing
Distribution and Mailing Services
Thomson Press provides a complete service for mailing and
fulfillment, managing every aspect of the delivery service as required
by our customers. A number of options are available from complex
multiple personalised inserts to the largest campaign and launch
mailings.
We aim to offer the most comprehensive print management service
available. And that doesn't just mean we'll take the best possible care
of you.
For us, building close working relationships with customers goes
much further. Whatever the project, listening to our customers'
requirements and coming up with bright ideas and practical
suggestions to achieve a better result more cost-effectively is all part
of the service we provide.

24
 SERVICES AT THOMSON PRESS

Undoubtedly Thomson Press is a leader in handling large

volume multi colour work. The product range covers
virtually all commercial print requirements on paper and
board, from bank instruments, to calendars, diaries, books,
corporate brochures, posters, folders, leaflets, and
magazines.
This range of services and products covers designing,
editing, typesetting, high quality scanning and image
manipulation, sheet fed offset printing, headset and coldest
web offset printing, automated binding, finishing,
distribution and mailing services. TP provides a complete
service for mailing and fulfillment, managing every aspect
of the delivery service as required by our customers. A
number of options are available from complex multiple
personalized inserts to the largest campaign and launch

25
mailings. We aim to offer the most comprehensive print
management service available. And that doesn't just mean
we'll take the best possible care of you. For us, building
close working relationships with customers goes much
further. Whatever the project, listening to our customers'
requirements and coming up with bright ideas and practical
suggestions to achieve a better result more cost-effectively
is all part of the service we provide.

26
 Prepress Strength

Capability to handle multiple customers for

campaign work.
Continious upgradation of hardware and
software.
Fast adaptability to new technology.
Regular Training & Technical Workshops
for workmen & Supervisory Staff.
24 hour service.
Weekly Kaizen Meeting for continious
improvement.
Prepress Facilities

Some of the major facilities available at our prepress unit are :

Scanners
A high-end drum scanner - S3900 Hell from Heidelberg and
Screen SG8060P MarkII from Dai Nippon Printing to obtain
higher degree of colour accuracy and precision.

High End Work Stations

High-end systems from Creo Scitex for retouching, colour
correction, manipulation etc. with high level of accuracy.

Front End

27
High end Macs and PCs with original softwares of latest
versions. Most of the Macs are equipped with 1GB RAM and
60GB HDD, where PCs are having 512 MB RAM and 40GB
HDD.

Copy Dot Scanner

Renaissance II Plus from Creo Scitex to integrate film, and
reflected copy into a fully digital workflow, by converting
halftone film separations into their digital equivalent.

Electronic Imposition
Preps software and Brisque RIP workflow used to impose the
digital files through software as per job planning and producing
single flat as output, resulting in accuracy, swift work and client
satisfaction.

CTP
From Dainippon Screen (Model No. PTR 8600). Capacity: 20
Thermal Plates per hour

Digital Proofing
We are equipped with EPSON 5000, 7000 & 9000 Digital
Proofers. All proofers are capable to print with resolution of
1440 dpi. These machines are calibrated with our printing
standard.

Colour Management System

We are using Gretag Macbeth H/w & S/w for accurate colour
reproduction as per the customer's needs. It maintains colour
consistency and standardization throughout the Prepress and
printing process.

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 Renderview Remote Proofing
A time-saving, interactive service for clients to amend or
approve proofs even from their own locations, through the
internet. This unique feature is backed by high-resolution
viewing, proofing, high speed and anytime access.

Cip 3
A digital ink management software, supplying digital ink
profiles to the printing press, cutting down make-ready time.

CTP Using Silver Digi-Plates

An innovative feature that gives first generation dots on plate
and produces sharper images, by exposing directly on to silver
Digi plate.

Wide Area Network

All our Units/Sales Offices are connected with ISDN/High
bandwidth leased lines to transfer digital data from one location
to another for better service.

Proofing
Battery of flatbed machines for wet proofing.

Multiple printing machines - web and sheetfed - gives us the

29
flexibility to offer the most cost effective and efficient printing
solutions to meet all your needs.

Continuous investment in printing technology ensure that the latest

techniques and effects can be employed. The high-speed, hi-tech
equipment provides you with a fast turnaround and consistently
superior quality.

Press Strength

Multiple printing machines - Web, Sheetfed and Perfectors

Most cost effective and efficient printing solution to meet all
your needs.
Continuous investment in printing technology to ensure the
application of latest techniques and effects.
The high-speed, hi-tech equipment provides you with a fast
turnaround.

Consistent superior quality.

Press Facilities

Sheetfed Presses
The sheet-fed press prints on individual sheets of paper, as opposed
to continuous rolls of paper used on web presses. A sheet-fed press
may consist of multiple print units that each print a different color of
ink. Sheet-fed presses come in different sizes.
Web Presses
Web printing doesn't use sheets of paper. Instead, large rolls of paper
are fed through a printing press. Generally only economic for large

30
print runs.

QUALITY POLICY OF THOMSON PRESS,

FARIDABAD
We pledge to achieve Customer satisfaction by continual
improvement in our processes and excellence in quality. We
wish to achieve this by:

• Deploying specific, measurable and time-bound Objectives

in all processes in various functions.

• Motivating our workforce for excellent standards in our

work procedures through Kaizen.

31
• Committing Suppliers to continually work on

improvement in quality standards.

• Working as a well-knit team to ensure that our quality objectives

are met.

ROLE OF QUALITY ASSURANCE IN THOMSON

PRESS, FARIDABAD

Defect Prevention

By Setting Standard:
Standard has been set as per the ISO 9001-2000 international Quality
System and has been certified from BSI India Pvt. Ltd. The standard
is being revised from time to time whenever there is some
improvement or modification in the system.

Ensuring adherence of the Standard:

Periodical audit of the system standard is being conducted to check

32
the compliance of the standard.

Corrective and Preventive Action:

Every customer complaint is being thoroughly investigated by QA
for its origin and reason. Necessary corrective & preventive action is
being taken in consultation with the concerned departments.

Defect Detection
By gathering data constantly on occurrence of defect:
Every job undergoes thorough inspection by QA before dispatch as
per the inspection plan & defect checklist.

By sending information about defects to relevant departments:

Daily, Weekly & Monthly reports are being sent to the relevant
departments and the same are being reviewed periodically with the
concerned departments.

PRODUCTS
Trade & Reference Books
- Monochrome and multicolor
- Coffee Table and Art Books
- Children Books

Thin Paper Products

» Religious Literature
» Dictionaries
» Directories

33
Dated Products
- Diaries / Journals / Agenda
- Calendars

Magazines And Periodicals

Annual Reports

Commercial & Publicity

Materials
- Brochures and Catalogs
- Pamphlets and Posters
- Advertisements

34
 Trade & Reference
Books

T
op

35
-
M- Coffee Table and
o Art Books
n
o
c
h
r
o
m
e
T
a op
n
d - Children Books
m
u
l
t
i
c
o
l
o
r

Thin Paper
Products
» Religious
Literature

36
 » Dictionaries
» Directories

Dated Products
- Diaries /
Journals / Agenda
- Calendars

Magazines And
Periodicals

Annual Reports

Commercial &
Publicity
Materials
- Brochures and
Catalogs
- Pamphlets and
Posters
- Advertisements

37
38
39
40
INTERNATIONAL BUSINESS

Thomson Press has been in international

business for over two decades and in a focused
manner for last 15 years. In line with becoming
global player, Thomson has made substantial
investments. Essential facilities and equipment
in the plant will make it a cost efficient solution
Thomson Press
provider, that will match the best in the world
Plot no. 5/5A, TTC
and will be acknowledged by customers
Industrial Area,
abroad.
Thane Belapur
Road, Airoli,
Mumbai which is 50 kms or 31miles from Sea
Navi Mumbai - 400
port and 25 kms or 16 miles from Airport,
708
offers the advantage of shorter time for
imported material as well as export of finished
cargo.

Areas Thomson has exported so far:

41
TRANSIT TIME from Mumbai port to various international
ports
Cap Ethiopi
Adelaid Antwe e Copenha Eritrea, a,
Algiers Durban
e rp tow gen Asmara Djibou
n ti
28-30 20-21 25 24-27 28-32 28-30
25 days 14 days
days days days days days days

Maurita
Hambur Johannes Kamp Lag Le nia, Melbou Momb
g burg ala os Havre Nouakc rne asa
hott
18-23 21 days 30-35 28- 20-23 30-35 24 days 11-13

42
 32
days days days days days
days

Morocc
o, US
Sydney UK
Casabla A
nca
24-
24-28 17-19
23 days 28
days days
days

43
44
INTRODUCTION:

Once an employee is selected and trained for a job then management

would like to see how he performs his work. It helps in evaluating
the performance of employees and in assessing the hiring and
training methods followed in an organization. The individual may,
also like to know their level of performance in comparison to the
others, so that they can improve upon it. All this emphasis the need
to have a suitable performance appraisal system to measure the
relative merits of each employee.
Merit rating is also termed, as performance appraisal is a
process of evaluating an employee’s performance of a job in terms of
its requirements.

MEANING AND DEFINATION:

Performance appraisal is the process of measuring quantitatively an

employees’ past or present performance against the background of
his expected role performance, the background of his work
environment and about his future potential for an organization. The
evaluation of the performance and personality of each employee is
done by his immediate superior or some other person trained in the
techniques of merit rating. Various rating techniques are employed
for comparing individual employees in a group in terms of personal
qualities or deficiencies and the requirements of their respective jobs.

45
DEFINATIONS:

According to Edward Flippo,“ Performance appraisal is the

systematic, periodic and an impartial rating of an employee’s
excellence in matters pertaining to his present job and his potential
for a better job ”.

According to Dale S. Beach, “ Performance appraisal is the

systematic evaluation of the individual with respect to his or her
performance on the job and his or her potential for development”.

FEATURES OF PERFORMANCE APPRAISAL:

The main characteristics of performance appraisal are as follows:

1. Performance appraisal is a systematic process consisting of a

Number of steps to be followed for evaluating an Employee’s
strengths and weakness.

2. It is a systematic and objective description of an employee’s

Strengths and weakness in terms of the job.

3. The appraisal is an ongoing and continuous process where the

evaluations are arranged periodically according to definite plan.
It is not a one shot deal.

4. The performance appraisal seeks to secure information

necessary for making objective and correct decision.

5. Performance appraisal may be formal and informal. The

formal system is more fair and objective since it is carried out
in a systematic manner using printed appraisal forms.

46
 PERFORMANCE APPRAISAL PROCESS

The process of performance appraisal can be shown through

following figure:

PERFORMANCE APPRAISAL PROCESS

Establishing Standards

Communicating Standards to Employees

Following process is used for merit –rating:
Measuring Actual Performance
1. Establishing Standards: The employees will have to rate
against the standards set for their performance. There should
Comparing
be some Actual
base on which with
one mayStandards
say that the performance of a
person is good, average, bad etc. The standards may be in
quantity and quality of production in case of workers;
Discussing Reports with Employees
personality traits like leadership, initiative, imagination in case
of executives; files cleared in case of office staff, etc. These
standardsTaking
will help in setting
Corrective Actionyardsticks for evaluating
performance.

2. Communicating Standards to Employees: The standards set

for performance should be communicated to the employees.
They should know what is expected from them. In the absence
of any knowledge of standards, the employees will keep on
guessing only. When the standards are known to employees,
they will try to make their performance equal or above them.

47
3. Measuring Actual Performance: The next step in the evaluation
process is to measure actual performance of employees. The
performance may be measured through personal observation,
statistical reports, oral reports, written reports etc.

4. Comparing Actual with Standards: The actual performance is

compared to the standards set earlier for finding out the standing of
employees. The employee is evaluated and judged by his growth and
advancement. Deviations in performance are also noted at this stage.

5. Discussing Reports with Employees: The assessment reports are

periodically discussed with the employees. The
weak points , good points and difficulties are indicated for helping
employees to improve their performance .

6. Taking Corrective Action: Evaluation process will be useful only

when corrective action is taken on the basis of reports. One
corrective action may be in the form of advice, counsel, warning etc.,
other action may be in the form of additional training, refresher
courses, delegation of more authority, special assignment, coaching
etc. These actions will be useful in helping employees to improve
their performance.

METHODS OF PERFORMANCE APPRAISAL

Several methods and techniques for evaluating employee

performance. These may be classified into two broad categories as
shown in the following figure:

METHODS OF
PERFORMANCE
APPRAISAL

48
TRADITONAL METHODS MODERN METHODS

STRAIGHT HUMAN RESOURCE

RANKING METHOD ACCOUNTING

PAIRED B.A.R.S
COMPARISOJN
METHOD

GRADING 360 DEGREE

SYSTEM METHOD

FREE ESSAY
METHOD
DDAPPRISAL
GROUP APPRAISAL
METHOD

WORK SAMPLE
TEST

(A) Traditional Methods :

Traditional approach is also known as trait approach. It

is based on the evaluation of traits in a person. This system may
list ten to fifteen personal characteristics such as ability to get
along with people, competence, judgement, initiative, leadership
etc. There may also be added work related characteristics such as
job knowledge, ability to complete an assignment, success in
carrying out plans, efforts in cost reduction etc. Since there may
be different methods of rating people on the basis of such
dimensions, there are several methods based on this approach.
Some such methods are discussed as follows:

49
1. Straight Ranking Method: It is the simplest and old method of
merit rating. Every employee is judged as a whole without
distinguishing the rates from his performance. A list is then
prepared for ranking the workers in order of their performance on
the job so that an excellent employee is at the top and the poor
employee at the bottom. It permits comparison of all employees in
any single rating group regardless of the types of work.
The difficulty of this method is that it is very difficult to
compare persons on the whole when they differ in qualities ,
attitudes etc .This method only tells us about the standing of
various persons and not the actual difference among them .

2. Paired Comparisons Method: In this method, every person is

compared trait–wise with other persons one at the time, the
number of times one person is compared with others is tallied on a
piece of paper. These numbers help in yielding rank orders of
employees.
For example, if there are five persons to be compared. A’s
performance is compared with that of B to find out who has better
performance, then A is compared with C, D and E in turn and
performance is recorded. Then B is compared to C, D and E, since
he has already been compared with A. In turn C is compared with
D and E and so on. The results of these comparisons are tabulated
and a rank is assigned to each employee. The number of rank
orders in this would be n (n-2) where n represents the number of
persons to be compared.

This method gives more reliable rating than straight

ranking. But it will be suitable only when the number of persons is
small.

3. Grading System: Under this system certain features like

analytical ability, co-operatives, dependability, job knowledge ,
etc . Are selected for evaluation. The employees are given grades

50
 according to the judgement of the rater. The grades may be such
as :

A- outstanding; B-very good; C–satisfactory; D-average; E-

below average, etc. The actual performance of every employee is
rated with various grades in mind.

4. Free essay Method: Under free essay method, the supervisor

writes a report about the employee, which is based on his
assessment. The supervisor continuously watches the
subordinates and writes his assessment in the report. While
preparing an essay on the employee , the rater generally considers
the following factors :

a) Job knowledge and potential of the employee

b) Employee’s relations with co-workers and supervisors
c) Employee’s traits and attitudes
d) Employee’s understanding of the company’s policies,
Programs and objectives etc.
e) Development needs for future etc.
Essay evaluation is a non- quantitative technique of appraisal.
It provides a good deal of specific information about the employee
and can reveal even more about the supervisor.

The essay method may suffer from personal and human bias
because of liking and disliking of the supervisor. a supervisor may
not be able to express his judgement in appropriate words and it will
limit the utility of appraisal reports . Moreover a busy appraiser may
write an essay hurriedly without properly assessing the actual
performance of the employee. On the other hand, if the appraiser
takes a lot of time in preparing the essay it becomes uneconomical
from the point of view of the firm, because time is a very costly
factor.

51
5. Group Appraisal: Under the group appraisal method, an appraisal
groups, and three or four other persons who have some knowledge of
their performance rate employees consisting of their supervisor. The
supervisor explains to the nature of his subordinates’ duties. The
group then discusses the standards of performance for that job , the
actual performance of the employee and the causes of their particular
level of performance and offers suggestions for future
improvements , if any .

6.Work Sample Tests : In this method , employees are given , from

time to time , work related tests which are then evaluated .

(B) Modern Methods:

Modern concerns use the following methods for the performance

appraisal:

1. Human Resource Accounting: Human resources are a

valuable asset of any organization. This asset can be
valued in terms of money. Human Resource accounting
method attaches money values to the value of a firm’s
internal human resources and its external customer
goodwill. When competent and well-trained employees
leave an organization the human asset is decreased and
vice versa. Under this method, performance is judged in
terms of costs and contributions of employees. Costs of
human resources consist of expenditure on human
resource planning, recruitment, selection, induction,
training compensation etc. Contribution of human
resources is the money value of labor productivity or
value added by human resources. Difference between
costs and contribution will reflect the performance of
employees.

52
 This method is still in the infancy stage and is, therefore, not
very popular at present.

2. Behaviourally Anchored Rating Scales (BARS): A

behaviourally rated scale combines the benefit of critical incidents
and graphic rating scales by anchoring a scale with specific
behavioral examples of good or poor performance. Its proponent’s
claim that it provides better, more equitable appraisals than do the
other tools, discussed earlier. Developing A BAR typically requires
five steps:

(i) Generate Critical Incidents: Persons who know the job being
appraised (Jobholders and /or Supervisors) are asked to describe
specific illustrations (critical incidents) of effective and ineffective
performance.

(ii) Develop Performance Dimensions: These people then cluster

the incidents into a smaller set of performance dimensions (say 5 or
10) . Each cluster (dimension) such as ‘ conscientiousness’ is thus
defined.

(iii) Reallocate Incidents: Another groups of people who also know

the job then reallocate the original critical incidents. They are given
the cluster’s definitions and the critical incidents and are asked to
reassign each incident to the cluster they think it fits best. Typically,
a critical incident is retained if some percentage (usually 50% to
80%) of this second group assigns it to same cluster, as did the group
in step (ii).

(iv) Scale the Incidents: The second group is generally asked to rate
the behaviour described in the incident as to how effectively or
ineffectively it represents performance on the appropriate dimension
(seven or nine point scales are typical).

53
(v) Develop Final Instrument : A subset of the incidents (usually
six or seven per cluster ) is used as behavioural anchors for each
dimension .

However, BARS is a very time consuming and expensive

method. Secondly, behaviours used are more activity oriented than
result oriented. Several appraisal forms are required to accommodate
different types of jobs in an organization. Despite its initial appeal,
this method is not necessarily superior to the traditional methods of
appraisal.

2. 360 Degree Performance Appraisal: The 360 degree

technique is understood as systematic collection of
performance data on an individual or group, derived from
a number of stake holders – the stakeholders being the
immediate supervisors, team members, customers, peers,
and self. In fact anyone who has useful information on
show and employee does the job may be one of the
appraisers. The appraiser should be capable of
determining what is more important and what is relatively
less important. He should assess the performance without
bias.

The 360 – degree appraisal provides a broader prospective about an

employee’s performance. In addition, the technique facilities greater
self-development of the employees. This appraisal provides
formalized communication links between an employee and his
customers. By design this appraisal is effective in identifying and
measuring interpersonal skills, customer satisfaction and team
building skills.

However, there are some limitations of this method.

Receiving feedback on performance from multiple sources can be
intimidating. Further, organizations that use this technique take a
long time in selecting the rater, designing questionnaires and

54
analyzing the data . Raters can have several problems in separating
honest observations from personal differences and biases.

ESSENTIALS OF AN EFFECTIVE
APPRAISAL SYSTEM

Appraisal system to be effective must fulfill the following

essentials:

55
(i) Mutual Trust and Confidence: An atmosphere of mutual trust
and confidence in the organization is a must for an effective system
of performance appraisal. Both the superior and the subordinate
should be able to discuss matters frankly and offer suggestions,
which may be beneficial for the organization and lead to the
improvement of the employees.

(ii) Reliability: The top management must create a climate of

reliable appraisal through out the organization. Goal orientation,
open communications informal relationships etc. Are the basic
elements of such a climate.

(iii) Specific Objectives: The appraisal plan should be designed to

achieve specific objectives. The objectives should be relevant,
timely and open.

(iv) Standardization: Appraisal forms, procedures, administration

of techniques, ratings etc should be standardized as appraisals
decisions affect all employees of the group. It will help to ensure
uniformity and comparison of ratings.

(v) Training to Appraisers: The appraisers should be selected and

trained properly so that they have no personal biases and posses the
necessary capabilities for objective evaluation of the employees.

(vi) Feed Back: The result of the appraisal, particularly when they
are negative should be immediately communicated to the employees
so that they may try to improve their performance.

(vii) Individual Differences: While designing an appraisal system,

individual differences in the organizations should be recognized.
Which particular technique is to be adopted for appraisal should be
governed by such factors as the size, financial resources, philosophy
and objectives of an organization.

56
(viii) Post Appraisal Interview: After appraisal, an interview with
the employee should be arranged. It is necessary to supply feed back,
to know the difficulties under which the employees work and to
identify their training needs.

(ix) Review and Appeal : There should be provisions of appeals

Against appraisals to ensure confidence of the employees and their
unions.

Knowledge Required For Appraising:

 Technical
 Behavioral
 Conceptual
 Economic-Business
 Managerial

Skills Required For Appraising:

 Objective Setting
 Probing/Questioning
 Listening
 Praising and Criticizing
 Counseling

57
58
 TITLE OF THE PROJECT

To study the Performance Appraisal system of “THOMSON

PRESS” Company.

SCOPE OF THE PROJECT

The Scope of the study is limited to “THOMSON PRESS”

Company.

OBJECTIVES OF THE PROJECT: -

(i) To asses the work of employees in relation to job requirements.

(ii) To help management in fixing employees according to there

Capacity, interest, aptitude and qualifications.

(iii) To assess the strong and weak points in the working of the
Employees and findings remedy for weak points through training.

(iv) To plan promotions, transfers, lay off, etc. Of the employees.

(v) To provide feed back to employees so that they come to know

where they stand and can improve their job performance .

59
 (vi) To serve as a basis for wage and salary administration and
considering pay increases and increments .

(vii) To clearly establish goals i.e. what is expected of the

employees in terms of performance and future work
assignments .

(viii) To provide coaching, counseling, career planning and

motivation to employees.

60
 RELEVANCE OF THE STUDY TO THE
ORGANISATION

Performance appraisal is a significant element of the information

and control system in organization. . Some common applications
of performance appraisal are given below:

 It is useful in analyzing training and development needs. These

needs can be assessed because performance appraisal reveals
people who require further training to remove their weaknesses. It
also identifies individuals with high potential who can be groomed
up for higher positions.

 Performance Appraisal can be used to improve through

appropriate feedback, working and counseling to employees. It
serves as a means of telling a subordinate how he is doing and
suggesting necessary changes in his knowledge and attitude. It
serves to stimulate and guide employee’s development.

 Performance Appraisal provides valuable information for

personnel decisions such as pay increases, promotions, demotions,
transfers and terminations. Management gets an objective basis
for discussing salary increases and promotions with staff. Thus,
performance appraisal serves as the basis of suitable personnel
policies.

61
 Performance Appraisal facilitates human resource planning,
career planning and succession planning.

 A competitive spirit is created and employees are motivated to

improve their performance. Systematic appraisal provides
management an opportunity to properly size up the employees. It
also enables manager to understand his strengths and weaknesses.

 It helps to judge the effectiveness of recruitment, selection,

placement and orientation systems of the organization.

 It promotes a positive work environment, which contributes

productivity. When achievements are recognized and rewarded on
the basis of objective performance measures, there is
improvement in work environment.

 Systematic appraisal of performance helps to develop confidence

among the employees. Appraisal records protect management
from charges of discrimination leveled by trade union leaders.
Employee’s grievances can be reduced.

62
 RESEARCH METHODOLOGY

OBJECTIVE OF THIS STUDY:

The main objective of this project is to study the existing system of

PERFORMANCE APPRAISAL in Thomson Press of its concepts
and implementation and in the process to consider any possible
changes or improvement in the system.

The objective is also to find out the reactions of both the assessors
and assesses of PERFORMANCE APPRAISAL as to their
satisfaction or otherwise of the existing system and their reaction to
any changes in their performance appraisal system, especially about
the latest method i.e. 360˚ Appraisal method. Moreover, instead of
yearly appraisal they would like their Appraisal to be done more
frequently as to twice in a year.

The research involved data collection techniques:

 Primary sources
 Secondary sources

PRIMARY SOURCES:

Primary data is the data, which is collected for the first time. It is
collected from the source of origin. For Primary data collection
questionnaire was framed considering certain factors like manpower
planning, recruitment sources, selection methods etc.. The objectives

63
of the study were also kept in mind. A copy of the questionnaire is
also attached in the Annexure.

Questionnaire method is being followed and was preferred over

interview method because:

 It is more economical.
 This method can cover wider areas
 This method is original and therefore very reliable.
 Respondents feel more comfortable while answering the questions
asked.

SECONDARY SOURCES:

The secondary data are those high are already in existence and which
have been collected, for some other purpose than the answering of
the questions in hand. The secondary data collection involved desk
study, which was carried out to obtain background information about
the sample companies, the main sources of information were
company reports, pamphlets, and magazine and personnel
department.

SIZE OF THE REPRESENTATIVE SAMPLE:

10 managers are being chosen to conduct the survey

64
 HYPOTHESIS

Performance Appraisal System at THOMSON PRESS is considered

as an important assessment tool because Human Resource is
considered as the most valuable asset in the organization. The
Performance Appraisal System serves as an instrument of
motivation and is viewed as an effective method for the development
of employees. The study on Performance Appraisal in THOMSON
PRESS, FARIDABAD has a basic assumption that the managers
working here have consistent need for performance appraisal to keep
performing their roles efficiently to meet the expectation of the
management. The survey is conducted to find out the functioning of
the performance appraisal system in THOMSON PRESS as the
appraisal system is important and can be improved to have a healthy
relationship between the superior and the subordinates.

With the help of this system, the strengths, weakness and the
developmental needs of the employees can be identified and made
more effective.

In this survey of the following parameters will be considered: -

 The system of self appraisal

 The appraiser
 The time gaps
 The tools and techniques
 Main objectives
 The feedback process
 Satisfaction of performance appraisal methods
 The problems faced while appraising

65
 The modification required
 Methods Adopted for performance appraisal

LIMITATIONS OF PERFORMANCE
APPRAISAL

 HALO EFFECT: It is a tendency to evaluate a person on the

basis of on trait of characteristic. An individual may be
consistently rated high, average or low on various traits depending
on the rater’s overall judgment of the person. If rater is friendly to
a worker, he may consistently rate him high outstanding, on the
other hand if a person is unfriendly then he may be rated below
average even if his performance on the job is very good.

 CENTRAL TENDENCY: This error rises when the rater is not

sure about the performance of a person, may not be well
conversant with his work or may have less time at his disposal. He
will like to play safe in evaluating persons and will rate them as
average. Neither he will rate them having poor performance nor
he will rate them outstanding.

 LENIENCY OR STRICTNESS: Some evaluators may be

lenient and will give high rating to everyone. On the other hand,
an evaluator may be strict and ill give low rating to all persons.
The tendency of giving high rating is known as positive leniency
error and the tendency of giving low ratings is known as negative
leniency error.

 PERSONAL BIAS: Performance appraisal may become invalid

because the rater dislikes an employee. Such bias or prejudice
may arise on the basis of regional beliefs or habits or interpersonal

66
conflicts. Bias may also be the result of time. Recent experience
or first impression of myth rater may effect the evaluation.

67
68
 The Performance Appraisal System of
Thomson Press

The Performance Appraisal at Thomson press is not just

method of assessing performance, but a process of developing people and
aligning individual goals to that of the organization. The information filled out
in performance appraisal from serves as an important input for planning work,
recognizing and rewarding performance, providing feedback, taking corrective
action, career development and organization development.

Thomson press follows ‘Grading Method’ for Performance

Appraisal.

Procedure
At the beginning of the year (15 T H – 31 S T March). In
discussion with the appraise, the appraiser defines the 5-6
key result areas of his/ her work in the coming year. Each
of the Key Result Area(KRA) finalized has weight ages
assigned to them depending upon the degree of importance
of a KRA in Departmental/ Functional/ organizational
context.

During The Quarter Year/ Mid Year

During this there is a joint review by the appraise and the appraiser to review
the KRAs / goals due to change in business plan, identification of training needs
and resources required to achieve the KRAs. In the new performance appraisal
system there are different sections; if any changes happen in the KRAs then
these are recorded in these sections. But no ratings are given during these
reviews.

69
At The End Of The Year

During this the appraise fills up the self review format,

which contains questions like- achievements, facilitating
factors, hindering factors, developmental needs etc. then
final ratings are arrived at, by the appraiser, after the
discussion between the appraiser and the appraise . Then a
development plan is chosen, depending upon the category in
which the appraise falls, the followings are developmental
plans-:

 For Excellent performer (FEP) : This plan is designed

for the fast trackers, with a view to equip them to
shoulder future and higher roles and responsibilities.

 Performance Enhancement Plan (PEP): It is for very

good and good performer. This plan is to cater to the
individuals’ current needs to perform the current roles
and responsibilities in a much efficient ways.

 Quarterly improvement plan (QIP):For average

performers. This plan is to bring improvement in the
individuals, this is for four months.

 Weekly improvement plan (WIP): The duration of this

plan is for seven weeks, it is for poor performers, this

70
 plan is to bring the poor performer to good or average
performer.

On the basis of performance appraisal promotions, rewards

and incentives, and training needs identification is done, by
HR department.

71
 1. GENERAL

1.a). Awareness of Performance Appraisal

AWARENESS OF PERFORMANCE
APPRAISAL
Sr.No. Opinions Response Percentage
1. Yes 7 70
2. No 3 30
30%
YES
NO
70%

72
70 % of the managers are aware of the Performance Appraisal
System

20% don’t know about the Performance Appraisal System.

1.b). Separate Performance Appraisal Forms For Different Levels

Sr.No. Opinions Response Percentage

1. Yes 6 60
2. No 3 30
3. Don’t know 1 10

SEPERATE APPRAISAL FOR

DIFFERENT LEVELS

10%
YES
NO
30%
60% DON’T KNOW

73
 60% of the respondents say that there is separate Appraisal Form
for different levels.

30%says there is no separate Appraisal Form for different levels.

10% says they don’t know about it.

2.a). THE TIME GAPS

Sr.No. Opinions Response Percentage

1. Once in a year 6 60
2. Twice in a year 1 10
3. Don’t know 3 30
.

TIME INTERVAL

60
50
40
PERCENTA
30
GE Z
20 Series1
10
0
ONCE IN TWICE IN DON’T
YEAR 74 YEAR KNOW
RESPONSE
 60% of the respondents say that the appraisal is done once in a year

10% of the respondents say that the appraisal is done twice in a year

30% of the respondents say that they don’t know about the time gaps

3. THE METHODS ADOPTED:

3.a). Tools and Techniques

Sr.No. Opinions Response Percentage

1. Proper format 5 50
2. Appraisal interview 2 20
3. Self-appraisal 2 20
4. Don’t know 1 10

METHODS ADOPTED

PPOPER FORMAT
10%
20% APPRAISAL
METHOD
50% SELF APPRISAL
20%
DON’T KNOW
75
 50% of the respondents say that proper format is used for appraisal

20% of the respondents say that appraisal interview is done

20% of the respondents say that self-appraisal; is done

10% of the respondents say that they don’t know about the tools and
techniques

3.b). Awareness Of 360˚Appraisal System

Sr.No. Opinions Response Percentage

1. Yes 0 0
2. No 7 70
3. Don’t know 3 30

AWARENESS OF THE 360 DEGREE

METHOD

70
60
50
PERCENTA 40
GE 30
20 Series1
10
0
YES NO DON’T
76 KNOW
RESPONSE
 0% of the respondents say that the new method is included.

70% of the respondents say no the new method of appraisal is not included.

30% of the respondents say that they don’t know about the new method.

4.a). SATISFACTION FROM THE APPRAISAL METHOD

Sr.No. Opinions Response Percentage

1. Yes 6 60
2. No 1 10
3. To some extent 3 30

SATISFACTION FROM THE APPRAISAL

METHOD

YES
30%
NO

60% TO SOME
10% 77
EXTENT
 60% of the respondents say that they are satisfied with the appraisal
method.

10% of the respondents say that they are not satisfied with the appraisal
method.

30% of the respondents say that they are satisfied with the appraisal method
to some extent.

5.a). DIFFICULTIES FACED WHILE APPRAISING

Sr.No. Opinions Response Percentage

1. Resistance from employees 2 20
2. Communication gap 3 30
3. Difference of opinion between 5 50
superior and subordinate

DIFFICULTIES FACED WHILE

APPRAISING

40
30
PERCENTA
20
GE
Series1
10
0
1 2 3
78
RESPONSE
 20% of the respondents say that they face the problem of resistance from
Employees while appraising.

30% say that they face the problem of communication gap.

50% say that they face the problem of difference of opinion between
superior and subordinate.

6.a). MODIFICASTIONS REQUIRED

Sr.No. Opinions Response Percentage

1. Yes 4 40
2. No 2 20
3. Can’t say 4 40

MODIFICATIONS REQUIRED

40% 40% YES

NO
CANY SAY

79
20%
 40% of the respondents say that they want modifications in the present system
of appraisal.

20% of the respondents do not want any modifications in the present system.

40% of the respondents say that they can’t say if modifications are required or
not.

7.a). MAIN OBJECTIVES

Sr.No. Opinions Response Percentage

1. To assess the strength, weakness & 1 10
developmental needs of each individual
2. To provide a basis for review of salary. 2 20
3. To assess the potential growth of the individual 2 20
in the organization.
4. To develop positive superior-subordinate 4 40
relationship
5. To help the employees in career planning 1 10
MAIN OBJECTIVES

50
PERCENTAGE

40
30
Series1
20
10

0
1 2 3
80 4 5
RESPONSE
10% of the respondents say that appraisal helps to assess the strength
,weakness & development needs of each individual.
20% of the respondents say that appraisal helps to provide a basis for
review of salary.
20% of the respondents say that appraisal helps to assess the potential
growth of the individual in the organization.
40% of the respondents say that appraisal helps to develop positive
superior-subordinate relationship
10% of the respondents say that appraisal helps the employees in career
planning .

8. SYSTEM OF SELF-APPRAISAL

8.a).
Sr.No. Opinions Response Percentage
1. Yes 6 60
2. No 4 40

SYSTEM OF SELF APPRAISAL

40%
YES
NO
60%

81
 60% of the respondents say that there is self-appraisal before the appraiser
does the appraisal.

40% says that there is no system of self-appraisal before the appraiser does
the appraisal.

9. THE APPRAISAER

9.a). Who Does The Performance Appraisal

Sr.No. Opinions Response Percentage

1. Immediate supervisor 1 10
2. Specialized committee 2 20
3. Personnel department 3 30
4. Departmental head 4 40

The Appraiser

Immediate
10% Supervisor
40% 20% Specialized
Committee
Personnel
Department
30% Department Head
82
10 % of the respondents say that the appraisal is done by the immediate
supervisor.

20% of the respondents say that the appraisal is done by the specialized
committee.

30% of the respondents say that the appraisal is done by the personnel
department.

40%of the respondents say that the appraisal is done by the departmental head.

10a). THE FEEDBACK PROCESS

Sr.No. Opinions Response Percentage

1. Always 2 20
2. Sometimes 3 30
3. Don’t know 5 50

FEED BACK PROCESS

20%
ALWAYS
SOMETIMES
50%
DON’T KNOW
30%

83
 20% of the respondents say that always the appraisal is followed by employee
feedback, counseling and training for enhancing the effectiveness.

30% of the respondents say that never the appraisal is followed by employee
feedback, counseling and training for enhancing the effectiveness.

50% of the respondents say that they don’t know if the appraisal is followed by
employee feedback, counseling and training for enhancing the effectiveness

84
85
 SUGGESTIONS AND RECOMMENDATIONS

The suggestions after the survey are:

 The Performance Appraisal should be done on half-yearly basis

rather than on yearly basis.

 After the Performance Appraisal, the supervisor should personally

discuss the strengths and weaknesses of the managers.

 Every one should feel free to express their opinion openly

without any hesitation.

 The employees in the Organization should be made aware of the

latest, method of the Performance Appraisal like
360˚Appraisal. .

 Proper training should be provided to the managers after

discussing the weaknesses of the manager.

 Co-workers should also be given the chance to evaluate the

performance of the colleagues.

 All employees should be made aware of the Performance

Appraisal System.

86
 CONCLUSION

Performance Appraisal is becoming the most suitable way to assess the

suitability of any individual to his job and the basis to provide training if
needed, the basis of promotion, and also it is a best way of salary revisions, etc.
It also helps the superior to get feedback about them, which can be effectively
used, in acquiring and sharpening their managerial and behavioral skills.

At last it can thus be concluded that:

1. The employees are satisfied with the existing system.

2. They do not want a change in their Performance Appraisal

System.

3. They will appreciate any change done that would be for their
betterment.

87
88
 QUESTIONER

SURVEY OF THE MANAGERIAL SATISFACTION LEVEL

FOR PERFORMANCE APPRAISAL

DEAR Respondent,

A survey on the managerial satisfaction level for the

PERFORMANCE APPRAISAL Procedure. Your free and frank
opinion would be very valuable in conducting the survey. Please
answer the following questions with in the appropriate boxes:

1.GENERAL

i). Is the Performance Appraisal technique being followed in your

company?

a). Yes b). No

ii). Is there a separate appraisal system for different levels of the

employees?

a). Yes b). No c). Don’t know

2.THE TIME INTERVAL:

i). The performance appraisal or the review is conducted at what time

interval ?
a). Once in a year b). Twice in a year c).Don’t know

3.THE METHODS ADOPTED :

89
 i). What are the methods used for the appraisal ?

a). Proper format b). Appraisal interview

c). self-appraisal d). Grading method

ii). The latest method i.e. 360 degree performance appraisal is being
followed or not ?

a). Yes b). No c). Don’t know

4.SATISFACTION FROM THE APPRAISAL METHOD:

i). Are the employees satisfied with the performance appraisal

method?

a). Yes b). No c). To some extent

5.DIFFICULTIES FACED WHILE APPRAISING?

i). What problems do you face while appraising the performance of

the Employees?

a). Resistance from employees

b). Communication gap

c). Difference of opinion between superior and subordinate

6..MODIFICATIONS REQUIRED:

i). Do you think that some modifications can be done to improve the
performance appraisal system?

90
 a). Yes b). No c). Can’t say

7. MAIN OBJECTIVES:

i). What are the main objectives behind the performance appraisal:

a). To assess the strengths, weakness and development needs of each

individual.

b). To provide a basis for review of the salary

c). To assess the potential growth of the individual in the organization

d). To develop positive superior-subordinate relations

e). To help the employees in career planning

8. SYSTEM OF SELF-APPRAISAL:

i). Is there a system of self-appraisal before the appraiser does the

appraisal?

a). Yes b). No

9. The appraiser:

i). Who does the performance appraisal?

a). Immediate Supervisor

b). Specialized Committee

c). Personal Department

d). Departmental Head

10.THE FEEDBACK PROCESS:

91
 i). Is the appraisal followed by the employees feedback, counseling
and training for enhancing the effect9iveness of the total exercise?

a). Always b). Sometimes c). Don’t know

THANK YOU FOR KIND AND CONSTRUCTIVE

COOPERATION

BIBLIOGRAPHY

 Dr. GUPTA C B, Human Resource Management, Sultan Chand & Sons,

2004

 MAMORIA, C.B., Personnel Management, Himalaya Publication

House, Gurgaon, Mumbai, 400 004.

 K.S ASWATHAPA, Human Resource and Personnel Management,

Tata McGraw Hill Publishing Company Limited, 2001

92
 GUPTA C.B., Principles of Management, National, New Delhi, 1996

WEBSITES
1. www.hrworld.com
2. www.hr.com
3. www.google.com
4. www.thomsonpress.com

LIST OF GRAPHS

Sr.No. Title Page No.

1. Awareness of Performance Appraisal
2. Separate Performance Appraisal Forms For Different
Levels
3. The Time Interval
4. Awareness of 360 Degree method
5. Satisfaction From the Appraising Method
6. Difficulties Faced While Appraising

93
7. Modifications Required
8. System of Self Appraising
9. The Appraiser
10. The Feedback Process

LIST OF TABLES

Sr.No. Title Page No.

1. Awareness of Performance Appraisal
2. Separate Performance Appraisal Forms For Different
Levels
3. The Time Interval
4. Awareness of 360 Degree method
5. Satisfaction From the Appraising Method
6. Difficulties Faced While Appraising
7. Modifications Required
8. System of Self Appraising
9. The Appraiser
10. The Feedback Process

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