Professional Documents
Culture Documents
GENERAL INTRODUCTION
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 field of
modern human resources management. As a distinct and formal management
procedure used in the evaluation of work performance, appraisal really dates from
the time of the Second World War -not more than 60 years ago. Yet in a broader
sense, the practice of appraisal is a very ancient art. In the scale of things historical,
it might well lay claim to being the world's second oldest profession!
There is, says Dulewicz (1989), "... a basic human tendency to make judgments
about those one is working with, as well as about oneself." Appraisal, it seems, is
both inevitable and universal. In the absence of a carefully structured system of
appraisal, people will tend to judge the work performance of others, including
subordinates, naturally, informally and arbitrarily. The human inclination to judge
can create serious motivational, ethical and legal problems in the workplace.
Without a structured appraisal system, there is little chance of ensuring that the
judgments made will be lawful, fair, defensible and accurate.
Performance appraisal systems began as simple methods of income justification.
That is, appraisal was used to decide whether or not the salary or wage of an
individual employee was justified. The process was firmly linked to material
outcomes. If an employees performance was found to be less than ideal, a cut in
pay would follow. On the other hand, if their performance was better than the
supervisor expected, a pay rise was in order.
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Indirectly, to help determine reward outcomes. 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.
By the same token, appraisal results are used to identify the poorer performers who
may require some form of counseling, or in extreme cases, demotion, dismissal or
decreases in pay. (Organizations need to be aware of laws in their country that
might restrict their capacity to dismiss employees or decrease pay.)
Whether this is an appropriate use of performance appraisal -the assignment and
justification of rewards and penalties -is a very uncertain and contentious matter.
Controversy, Controversy
Few issues in management stir up more controversy than performance appraisal.
There are many reputable sources -researchers, management commentators,
psychometricians who have expressed doubts about the validity and reliability of
the performance appraisal process. Some have even suggested that the process is
so inherently flawed that it may be impossible to perfect it (see Derven, 1990, for
example). At the other extreme, there are many strong advocates of performance
appraisal. Some view it as potentially "... the most crucial aspect of organizational
life" (Lawrie, 1990).
Between these two extremes lie various schools of belief. While all endorse the use
of performance appraisal, there are many different opinions on how and when to
apply it, There are those, for instance, who believe that performance appraisal has
many important employee development uses, but scorn any attempt to link the
process to reward outcomes -such as pay rises and promotions. This group believes
that the linkage to reward outcomes reduces or eliminates the developmental value
of appraisals. Rather than an opportunity for constructive review and
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case. Rather than feeling relieved; appraises may suspect that they are not being
told the whole truth, or that the appraisal process is a sham and waste of time.
Three different approaches exist for doing appraisals. Employees can be appraised
against
1.
2.
3.
Absolute standards
Relative standards
Objectives
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INTRODUCTION
Geneka Health Care
Geneka Health Care is founded by Mr. Anil Sharma in 2005 .He is having a
experience of 35 years in Pharmaceutical Field. Geneka Health Care is
presently undergoing a transformation & developing itself into a very fast
growing pharmaceutical company. Since its inception Geneka Health Care
has been on a quest to sustain & improve the quality of life with the
ultimate purpose of making the world a healthier place. Geneka Health
Care is situated at Sidcul - Haridwar Uttarakhand, the excise free zone.
The Sidcul - Haridwar is emerging as one of the most rapidly growing
industrial sector not only in India but in Asia. The company is located at
sector 6 which is the specialized pharma zone of sidcul - Haridwar. The
manufacturing Unit is located at Haridwar Uttarakhand, the excise free
zone. We manufacture and market pharmaceutical formulation with
international standards to comply with customer need and to enhance
customer satisfaction by continuously improving the effectiveness of the
quality management system. This is being achieved by implementing the
practices in process and systems, updating & conforming to applicable
regulatory requirements. The present business model is very thoughtfully
designed from its ethical division, followed by the contract manufacturing.
Further the target for the next two years is planned at growth rate of twenty
five percent each year, which the company is confident of achieving. We
undertake manufacturing of pharmaceutical formulations viz. tablet,
capsule, dry syrup in Betalactum and Non-Betalactum section. The dry
powder
injection
section
is
set
to
start
from
January
2007.
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Since its inception in 2007 the Geneka Healthcare has been involved in
developing a growing portfolio of best-in-class pharmaceutical formulations
in the health care arena with a vision of providing quality and affordable
prices. A perfect amalgam of professionals and technology has enabled us
to reach the pinnacle of success in manufacturing wide range of tablets,
capsules, syrups, injections, and powders. Our team headed by able and
experienced managers comprises with well-qualified technical personnel
workmen, all dedicated to deliver the highest possible levels of customer
satisfaction. Our congenial environment, well built infrastructure, energetic
& highly competent technical staff and workforce, unique human
relationship, efficient & committed management support are the pillar to
practice up-to-date Quality Management Systems and thus results in
meeting highest quality standards, safety and productivity. Geneka Health
Care is to alleviate disease globally and bring solace to suffering humanity
through effective and high quality products, offered at competitive prices.
We always believe that Individually, we are one drop. Together, we are an
ocean.
treatments
through
stringent
quality
control,
protection
and
safety
with
all
statutory
at
Mangalore
in
the
state
of
Uttarakhand.
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pharmaceutical
business,
including
development,
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Capsules 10 million
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Tablets
Capsules
Injections
Liquid
Dry Syrups
Oil
Ointment
Soaps
Derma
Others
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Contract Manufacturing
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Medicines for
Gastrointestinal disorders
Cardiovascular Medicines
Antibiotics &
Antibacterial Drugs
antiviral Drugs
Anti- tubercular Drugs
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Anthelmintic Drugs
Anti- malarial Drugs
Calcium, Vitamins &
Nutritional Products
Medicines for Diabetes
Medicines for Obesity
Management
Medicines for Hair Loss
Medicines to treat Sexual
Impotence
Sildenafil Tablets
Tadalafil Tablets
Vardenafil Tablets
Veterinary Medicines
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EXECUTIVE SUMMARY
In todays scenario, Human capital is acknowledged as one of the most potent
sources in contributing directly and significantly in the growth of any organization.
This project attempts to explore the most effective HR policies and practices for
smooth sailing of an organization.
It was a research conducted to get the feedback of the employees from different
departments about the existing performance appraisal system followed in the
organization.
The main research objective was to understand the relevance of wide variety of
methods and techniques that can be explored towards performance of the
organizational goals. In todays competitive world every organization is geared
towards maximum return with minimum investment.
Human Resource
Management plays a vital role towards planning & controlling cost effective
manpower support.
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understood through the project study. The ways adopted by companies to manage
grievances and stress and thereby motivating the employees and reducing
employee turnover were studied through the project.
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GENEKA HEALTHCARE
Today, the Health is the fourth largest sector in the Indian economy and there are many Health
companies like HLL, ITC, Syrup, Tablet, Capsule, Cream etc.
Business
Geneka product range encompasses health care, personal care, ayurvedic specialties and Health
Capsules.
Locations
Geneka has been marketing its products in more than 50 countries all over the world. The
company has offices and representatives in India. Manufacturing facilities are spread across three
overseas locations.
Turnover
Building on a legacy of quality and experience for over 10 years, today Geneka has a turnover of
Rs.1000.57 with powerful brands.
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The project work has been carried out in three stages, a structured
questionnaire with objective and question was communicated tested and finalize.
During the second stage, the questionnaire was administered to the employees at
Geneka Healthcare. by contacting them. The work relating to data entry
compilation, data analysis and report writing constituted the third stage.
Interview index was also used at some places to get information on the
project subject.
Research is an organized inquiry designed and carried out to provide information
to solve the problem. The fact, search is an art of scientific investigation of a
certain problem. Research is the process of systematically obtaining accurate
answers to significant and pertinent questions by the use of the scientific methods
gathering and interpreting information.
a.
Sample size:
Sample size is 50. Data was analyzed by surveying employees from different
departments.
b.
Sample design:
This part is done through discussing and analyzing with my project guide
and referring to the subject regarding this topic. It was a random sampling.
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c.
Mode of analysis:
The methods used to analyze the data are as follows:
1) To study the importance of performance appraisal in the organization.
2) To find out whether the employees are satisfied with the present
performance appraisal system or not.
3) Interpret and analysis of the data and present it in a proper manner.
4) Uses of Microsoft excel for preparation of graph.
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SOURCES OF DATA
A.
Secondary data:
My HR guide, Mr. Rajeev Pandey, Geneka Healthcare helped me in
secondary data collection.
Field Work:
Fieldwork is done for the purpose of collection of data. The fieldwork involved
here are:
Regular research to gather information on the relevant topic and have them
compiled according to the project specification.
For getting proper guidance for the project, often discussion with the guide.
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Corporate Governance
In India, the Securities and Exchange of India (SEBI) stipulates corporate governance
standards for listed companies through the Clause 49 of the listing agreement of the stock
exchanges.
Good corporate governance and transparency in actions of the management is key to a
strong bond of trust with the Companys stakeholders. Geneka Healthcare understands
the importance of good governance and has constantly avoided an arbitrary decisionmaking process. In this pursuit, Geneka Healthcare r has already put in place systems and
procedures and is fully compliant with the revised Clause 49 well before it becomes
mandatory. Thus at Geneka Healthcare we believe good governance is key to strong bond
of trust between the company and all its stakeholders.
IT Initiatives
In Geneka Healthcare knowledge and technology are key and efficiency. Towards this
overall goal of technology-driven performance, Geneka Healthcare is utilizing the world.
It will also cut down costs and increase profitability. Information Technology in a big
way. Resources which have helped the Company achieve higher levels of excellence this
will help in integrating a vast distribution system spread all over India and across.
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Future Challenges
Implementation of new POS system at Stockiest point and integration with SAPERP.
Head CPPD
Head Marketing
Quality Objectives
Unit Heads
ANIL SHARMA
Heads (Marketing)
Head
(Finance & Commercial)
Regional Managers)
Branch Manager
Marketing Executives
Customer Support
Officers
Assistants
Manager (Accounts)
Asst. Manager (Comm
(Comm))
Accounts Officer
Sr. Executive (Stores)
Head
PRADEEP
GUPTA
(Human
Resources)
Head
(Quality Control)
Head
(Mfg. & Shop Maintenance)
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HR Manager
HR Executive
HR Sup.
Assistant Manager
Senior Officers
Officers / Supervisors
Assistant Manager
Senior Officers
Officers / Supervisors
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Founding Thought: What is that life worth which cannot bring comfort to
others?
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Core Values
Ownership
.
People Development :
Customer Focus
Team Work
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Geneka Healthcare as a wholly owned subsidiary with a share of 10% in its total sales.
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Geneka implements performance metrics for all key positions based on two aspects of the
Balanced Score Card Approach- Financial and Internal Business Process. This approach
clearly outlines the expectation from each position and will be upgraded to include two
more aspects for any key managerial positions in future.
To encourage learning, the Company is planning to set-up a learning center, which will
be equipped with a library; I.T & Web based sources of knowledge. It is also in the
process of setting up a knowledge management portal and a leadership and capability
development cell
Geneka is committed to attract fresh talents. Towards this end, the company required over
20 candidates from leading management and engineering institutes in the country, who
will be inducted.
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Use reliable, fair and objective measures of performance, compare actual with
planned performance, and provide feedback to the appraise.
Make provision for the allocation of both extrinsic rewards (performance related pay) and
intrinsic rewards (opportunity to enhance ones skills) following the assessment process.
Recognize that performance management is the heart of the general management process.
Objectives of Performance Appraisal
Data relating to performance assessment of employees are recorded, stored and used for
several purposes. The main purposes of employee assessment are:
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To decide upon a pay raise where regular pay scales have not been fixed.
Appraisal Techniques
Certain techniques are available to evaluate the performance of the employee.
Written report: The appraiser writes about the strengths, weaknesses, previous
performance and potential of the appraise, with suggestions for improvement. It is
important that the appraiser is perceptive with reasonable writing skill.
Critical incidents: The appraiser highlights incidents or key events that show the
appraisers behavior as exceptionally good or bad in relation to particular
outcomes at work. This exercise would depict desirable behaviors as well as
behavior that signal a need for improvement.
Graphic Rating Scale: This is a popular appraisal technique and it lends itself to
quantitative analysis and comparison of data. A set of performance factors id
identified, including such characteristics as quality of work, technical knowledge,
cooperative spirit, integrity, punctuality and initiative. The appraiser would go
through the set of factors rating them, for e.g., on a scale 1 to 5 where the highest
number would denote the best rating.
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Quality: The degree to which the process or result of carrying out an activity
approaches in terms of fulfilling the activitys intended purpose.
Need for Supervision: The degree to which a job performer can carry out a job
function.
Interpersonal Impact: The degree to which a performer promotes feeling of selfesteem, goodwill and cooperation among co-workers and subordinates.
Halo Error: A halo error takes place when one aspect of an individuals performance
influences the evaluation of the entire performance of the individual. Rating
employees separately on each of a number of performance measures and encouraging
raters to guard against the halo effect are the two ways to reduce the halo effect.
Leniency: Every evaluator has his own value system, which acts as a standard against
which he makes his appraisals. Relative to the true or actual performance an
individual exhibits, some supervisors have a tendency to be liberal in their ratings.
Central Tendency: This occurs when the evaluator assigns average or middle ratings
to the employees. The attitude of the rater is to play safe. This safe-playing attitude
stems from certain anxieties and doubts about the behavior of employee. Such
tendency distorts the evaluation.
Rater Effect: This includes favoritism, stereotyping and hostility. Excessively high or
low scores are given only to certain individuals or groups based on the raters attitude
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towards the rate. Age, sex, race and friendship biases are examples of this type of
error.
Perceptual Set: This occurs when the raters assessment is influenced by previously
held beliefs. If supervisor, for example, has a belief that employees hailing from one
particular region are hard working, his subsequent rating of an employee hailing from
that region tends to be favorably high.
Status Effect: It refers to overrating of employees in higher level job or jobs held in
high esteem, and underrating employees in lower level job or jobs held in low esteem.
Appraisal Methods
The last to be addressed in the process of designing an appraisal program is to determine
methods of evaluation. Numerous methods have been devised to measure the quantity
and quality of employees job performance. Broadly, all the approaches of appraisal can
be classified into:
Past oriented Methods, and
Future oriented Methods
Past Oriented Methods
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Rating Scale: This is the simplest and most popular technique for appraising
employee performance. The typical rating scale consist of several numerical scales, each
representing a job related performance criterion such as dependability, initiative, output,
attendance, attitude, co-operation, and the like. Each scale ranges from excellent to poor. The
rater checks the appropriate performance level on each criterion, and then computes the
employees total numerical score. The number of points scored may be linked to salary increase.
The disadvantages of this method are several. The raters biases are likely to influence
evaluation.
Essay Method: In the essay method, the rater must describe the employee within a
number of broad categories, such as:
i) The raters overall impression of the employees performance,
ii) The promo ability of the employee,
iii) The jobs thats the employee is now able or qualified to perform,
iv) The strengths and weaknesses of the employee,
v) The training and the development assistance required by the employee
The strength of the Essay method depends on the writing skills and analytical
ability of the rater. A problem with this method is that the rates may be rated on
the quality of the appraisals that they give.
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Ranking Method: In this, superior ranks his or her subordinates in the order of
their merit, starting from the best to the worst. The HR department knows that A
is better than B. The how and why are neither questioned nor answered. This
method is subject to the halo effects. Its advantage includes ease of administration
and explanation.
Management by objective: It was Peter Drucker who gave first the concept of
MBO to the world way back in 1954.. Application of MBO in the field of performance appraisal
is a recent thinking. One comment made against the approach is that it is not applicable to all
jobs an all organization. Objectives are agreed and formulated at the beginning of the period
under review, and the appraise is given the necessary assistance and training to facilitate the
achievement of those objectives.
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performance. From these evaluations, placements and development decisions may be made to
shape the persons career.
Assessment Centers: Mainly used for executive hiring. Assessment centers are
now being used for evaluating executive or supervisory potential. An assessment center is a
central location where managers may come together to have their participation in job-related
exercises evaluated by trained observers. Assesses are requested to participate in in-basket
exercises, work groups, computer simulations, role playing and other similar activities. After
recording their observations of rates behaviors, the raters meet to discuss these observations.
Self-appraisal and peer evaluation are also thrown in for final rating.
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by their immediate supervisor and then reviewed by latters boss. The performance
Appraisal of Grade VI and below in Geneka is carried out through RATING METHOD.
Their immediate superior does performance appraisal and HR department reviews it.
Performance Evaluation is done by Contribution Enhancement Plan (CEP) at the end of
the year. CEP forms the core of Performance Appraisal system of employees (Grade VI
and below in Geneka)
The performance appraisal of executives in Geneka is carried out through rating system
of performance appraisal system followed at Geneka is Rating Method and Action by
Objectives Method.
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The performance appraisal of executives in Geneka healthcare is carried out through rating
system of performance appraisal by their immediate supervisor and then reviewed by latters
boss. The performance appraisal system followed at Geneka is Rating Method and Action by
Objectives Method.
The broad structure of the system can be laid down as:
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Mechanism
The evaluation under CEP consists of following steps:
i.
ii.
Scores are given against each assessment parameter of an individual in the rating
column on the basis of 5-point rating.
iii.
iv.
v.
vi.
The individual development form is filled by the Appraise, which is further utilized
for training and development needs of employees, besides giving a direction to
his/her career growth in the organization.
vii.
Finally, Contribution Enhancement Plan discusses rating for deciding upon the
performance rewards in the form of:
Annual Rewards
Promotions
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Contribution Enhancement Plan (A) evaluates the contribution of an individual and decides
revision in fixed pay and Contribution Enhancement Plan (B) is concerned with variable pay.
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Objectives of CEP
i)
ii)
iii)
iv)
Enable the individual to evaluate his/her own areas of strengths and areas of
improvement for being a better manager.
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Applicability of CEP
i)
ii)
iii)
iv)
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The first stage is for the person initiating the review cycleto understands the business
plan so that there is clarity about the direction and priorities of the organization. This will
help ensure that individual BBOs support the overall business plan.
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Category of Contribution
The Contribution rating is to be done on a 5-point scale for each set BBO. Their ratings
are as follows:
Rating
Qualitative Description
Score
Strong (ST)
Good (GD)
Satisfactory (ST)
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Contribution Grid
The contribution grid for arriving at final rating is as follows:
Final Rating
Outstanding
4.26-5.00
Strong
3.51-4.25
Good
2.51-3.50
Satisfactory
1.51-2.50
Below Expectation
<1.50
Ratings
Strongly Demonstrated
Fairly Demonstrated
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% of fixed amount if
criterion is 100 fulfilled
Companys performance
33%
Unit/SBUs performance
33%
Individual performance
34%
If the companys performance meets the targeted performance then it will be calculated
as: (companys actual performance/companys targeted performance)* 100%.
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Do you think that Performance Appraisal is essential for the employees of the company?
a)
Fully
b)
Partially
c)
Not at all
Partially; 20%
Fully
Partially
Not at all
Fully; 80%
Q2:
Performance appraisal has been described as the responsibility, which is not liked by the
superiors. Do you think so?
a) Yes
b) Partially
c) Not at all
Yes
Partially
Yes; 27%
Not at all
Partially; 46%
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Q3:
Do you agree that self-appraisal prior to performance appraisal facilitates you to get high
ratings?
a) Completely
b) Partially
c) Not at all
Graph3: Se lf appraisal prior to perfromance appraisal facilitates to get high ratings.
Completely; 27%
Partially
Not at all
Partially; 46%
*
Analysis and Interpretation:
45.5% of the employees say partially self-appraisal facilitates to get high ratings, 27.3%
employees agree completely and other 27.2% say self-appraisal does not help in high ratings in
performance appraisal.
Many HELTH companies (e.g. Face wash, Capsule) have implemented the self-appraisal system.
This has proved helpful in identifying the needs for in-house group discussions/counseling
methods/training and development programs.
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Q4:
a)
Yes
b)
c)
Not at all
100
90
80
70
60
Percentage
50
40
30
20
10
0
Yes
Not at all
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Q5:
Do you think that performance appraisal is the tool that improves employees
performance level?
a)
To a great extent
b)
To some extent
c)
Not at all
Not at all; 8%
To some extent
To a great extent
Not at all
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Q6:
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Consistently
Occassionally
Never
Opinion of employees
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Q7:
To what extent is the Geneka Healthcare making progress towards its mission and goals?
a)
To a great extent
b)
To some extent
c)
No opinion
Graph7: Geneka Healthcare making progress towards its mission and goals
To some extent
To a great extent
No opinion
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Q8:
Do you get merit raise when the performance evaluation indicates that you are
meeting the set standard on the job?
a) To a great extent
b) To some extent
c) Not at all
Graph8. Merit raise when the employees meet the standard
To a great extent
To some extent
Not at all
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Q9:
Do your co-workers and superiors help you to cope up with your poor performance?
To a great extent
To some extent
Not at all
Graph 9: Support of co-workers and superiors
To some extent
To a great extent
Not at all
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ssQ10:
In your opinion to what extent are the superiors responsible for the progress of
Geneka healthcare?
To a great extent
To some extent
Not at all
Graph10: Superiors responsible for the progress of Geneka healthcare
To some extent
To a great extent
Not at all
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FINDING
Presently, Geneka healthcare is following annual appraisal system for employees at the
executive and the above level only. The target may be reviewed on a quarterly basis.
Superiors should give feedback to employees periodically. They can also provide proper
diagnostic tips/ counseling methods at required level.
Geneka has an existing system on annual basis. They can review on quarterly basis.
Geneka healthcare can endorse proper diagnostic mapping for role modifications/
training and development needs.
For the merit raise, HR should introduce system for proper recognition rewards to such
employees.
Competency skills should be assessed and effective role modification areas can be
suggested for the better progress of the company.
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Limitations
1) The opinion of staff and manager are often in opposition, causing demotivation.
2) The process is usually manager driven and the staff member is expected to
be compliant in the interview.
3) The process usually involves manager giving their opinion and the staff
member having to defend the position, rather than a positive discussion.
4) There is no room for remedial action during the year.
5) The process is usually done in a rushed manner to meet the budget
development process and therefore loses its relevance to performance.
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SUGGESTIONS
The study undertaken brings some interesting result.
Training the Appraiser: It is proposed that appraiser be trained for clear
understanding of the system and its objective and also counseled to be
honest, fair, just, unbiased in appraising the appraisal.
Factors/traits of evaluation: It is proposed that appraisal evaluated on above\
factors/traits be given suitable remark or justification for being given
different quantitative grade.
Greater clarity has to be has to there in terms of job responsibility. This is
possible when the appraisal is done on the basis of the description.
In the organization, performance appraisal is done on an annual basis which
should be done Quarterly to make it more effective.
Consistency is demanded in the promotional policy. It should not change
every year.
Monetary difference between two grades should not be large; it should be
motivating in nature.
Performance appraisal system should be made more transparent and
rationale.
Performance feedback: The performance feedback sessions should be
improved which would results in increasing employee motivation to
improve performance. The following could be incorporated.
Pin point the problem behaviors and make sure the employee is aware of it.
Make sure the employee understands the consequences of the problem
behaviors. Get employee's commitment to change and make sure he cares
about the change
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the appraiser
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RECOMMENDATION
In order to have a better liaison within the co-workers and their superiors the company
should have a well-planned communication system and employees views should be taken into
consideration.
Employees should be given proper training and development programs to learn new
concepts and technologies as to expand their capabilities, knowledge, skills etc.
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CONCLUSION
In the new millennium when the corporate world is designing newer techniques for developing
employees and retaining them, Geneka healthcare is no way behind and the organizational
structure is such that people works hand in hand to align the organizational goals with the
individuals goals.
Evaluation of employees performance is helpful as to strengthen the employees productivity,
their promotion, transfer, training and development needs etc. The organization has implemented
the evaluation process not only to evaluate the performance of employees but also for their
increment and promotion. The company follows a transparent performance appraisal system with
no personal bias because it is wholly based on individuals contribution towards the organization.
But there are some loopholes in the system that should be analyzed and corrective measures
should be taken.
To sum it up, this project has provided me with opportunities to learn different areas of the HR
function and has given me stepping-stones to climb up to reach the summit of HR at the end of
my career.
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BIBLIOGRAPHY
For the purpose of this study, some broad sources of literature were referred to:
Textbooks
i)
ii)
iii)
iv)
i)
ii)
The Week
Internet Portals
www.genekahealthcare.com
www.google.com
www.humanresourcesmagazine.com.au
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Do you think that Performance Appraisal is essential for the employees of the
company?
a) Fully
b) Partially
c) Not at all
Q2:
Performance appraisal has been described as the responsibility, which is not liked
by the superiors. Do you think so?
a) Yes
b) Partially
c) Not at all
Q3:
a) Completely
b) Partially
c) Not at all
Q4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depend on the employees
c) Not at all
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Q5:
Do you think that performance appraisal is the tool that improves employees
performance level?
a) To a great extent
b) To some extent
c) Not at all
Q6: Are you capable of achieving the goals set for you?
a) Consistently
b) Occasionally
c) Never
Q7:
To what extent is the Geneka Healthcare making progress towards its mission and
goals?
a) To a great extent
b) To some extent
c) No opinion
Q8:
Do you get merit raise when the performance evaluation indicates that you are
meeting the set standard on the job?
a) To a great extent
b) To some extent
c) Not at all
Q9:
Do your co-workers and superiors help you to cope up from your poor
performance?
a) To a great extent
b) To some extent
c) Not at all
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Q10: In your opinion to what extent the superiors responsible for the progress of
Geneka Healthcare?
a) To a great extent
b) To some extent
c) Not at all
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