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A STUDY ON

PERFORMANCE APPARISAL IN HOTEL INDUSTRY


(With reference to PALM BEACH HOTEL, Visakhapatnam)

A project report submitted to GITAM UNIVERISITY


Visakhapatnam in
partial fulfillment of the requirements of the Award of the Degree of
INTEGRATED MASTER OF BUSINESS ADMINISTRATION
Submitted By
M. HANU PRIYANK
1234112118

Under the guidance of

Dr.N.RAM MOHAN PRAKASH


ASSISTANT PROFESSOR

GITAM INSTITUTE OF MANAGEMENT


GITAM UNIVERSITY
VISAKHAPATNAM.
2016
DECLARATION

I hereby declare that the project work entitled PERFORMANCE APPRAISAL IN


HOTEL INDUSTRY with Reference to BAJAJ HOTELS PVT LTD (HOTEL
PALM BEACH) is a beneficed work done by me in the partial fulfillment for the
award of degree INTEGRATED MASTER OF BUSINESS
ADMINISTRATION was prepared by me during the academic year 2012-2015
GITAM UNIVERSITY VISAKHAPATNAM the project work is submitted to any
other GITAM UNIVERSITY for the award of my degree

Place: Visakhapatnam. M. Hanu Priyank


CERTIFICATE

This is to certify that the project report titled A STUDY ON


PERFORMANCE APPRAISAL IN HOTEL INDUSTRY is being
submitted by Mr. M.Hanu Priyank in partial fulfillment for the award of
the degree of INTEGRATED MASTER OF BUSINESS
ADMINISTRATION is a record of bonafied work carried under my
guidance and supervision.

Place: Visakhapatnam PROJECT GUIDE


Dr.N.Ram Mohan Prakash
Date:
CERTIFICATE

This is to certify that the project report entitled A Study on the


PERFORMANCE APPRAISAL IN HOTEL INDUSTRY at Visakhapatnam
is an original work carried out by HANU PRIYANK MANGA ( Regd
No:1234112118 ), under my guidance and supervision, in partial fulfilment of the
award of the degree of INTEGRATED MASTER OF BUSINESS
ADMINISTRATION by GITAM Institute of Management, GITAM University,
Visakhapatnam, during the Academic year 2015-2016.This report has not been
submitted to any other University or Institute for the award of any
Degree/Diploma.

SIGNATURE OF GUIDE

ACKNOWLEDGEMENT
A report of this nature involves the support and contribution of many people and
thus believes that I would be lacking in my duty if I do not express my gratitude to
them.
It is my greatest pleasure to thank Prof. K.SIVA RAMA KRISHNA, Dean &
Principal, and Prof.P.Sheela, Vice-Principal, GITAM INSTITUTE OF
MANAGEMENT, Visakhapatnam, for giving us the opportunity to do this project
work
I would like to express my sincere thanks to Mr. Leben Johnson Mannariat,
Program Coordinator, Department of MBA, GITAM INSTITUTE OF
MANAGEMENT for permitting me to do the project.
My sincere and heartfelt thanks to my faculty guide Mr.Dr.N.RAM MOHAN
PRAKASH , Assistant Professor and Coordinator, who took keen interest in my
project to make it a beneficial exercise.
I would like to convey my special thanks to my friends who all supported me in
doing this social project.

M.HANU PRIYANK
CONTENTS PAGE
Chapter 1:

Introduction 1
Need For The Study
Objectives Of The Study
Methodology
Limitations of the study

Chapter 2: 12

Industry Profile

Chapter 3: 20

Theoretical Frame Work

Chapter 4: 28
Data Analysis

Chapter 5: 45

Summary 52
Suggestions 54

Annexure 55
Bibliography
Introduction

Need For The Study

Objectives Of The Study

Methodology

Limitations of the study

INTRODUCTION
Performance appraisal is one of the important duties of the human resource

management. Performance appraisal is a continuous function and not merely an

issue of formal reports at particular points in time. It is an ongoing responsibility of

the supervisor to determine how effectively his subordinates are performing

different tasks allotted to them in their weak points and to recommend them. On

the basis of their potentialities for promotion to higher position in the organization.

Performance appraisal is done by evaluating performance management in

organization.

The term performance management which forms a means of getting

improved results from the organization, teams and individuals. This is

accomplished by understanding and managing performance with in an agreed

frame work of planned goals, standards and competence requirements.

The performance appraisal was developed in the 1970s and 1980s tended

to embody An uneasy mix of objective setting and rating processes which have

been imposed by the Personnel management department on line managers. These

were top-down activities embodying an annual appraisal meeting. This is implied

by the term Appraisal where managers tell their subordinates what they think

about them.
Once the employee has been selected, trained and motivated, he is then

appraised for his performance. Performance appraisal is the step where the

management finds out how effective has been at hiring and placing employees.

Most publishing employees now a day expect to be appraised as part of

their job. But how can appraisals are used to add real value and meet the strategic

needs of the organization? The performance appraisal system forms an integral

part of the employee development process in any organization. It reflects the

ability of an organization to define goals and expectation from employees. A fair

and ethical performance appraisal process is essential for the companys well

being and it plays a significant role in bringing out the best in workers. Salary

revision following a performance appraisal is a great motivating factor and a fair

performance appraisal process goes a long way towards reducing attrition rates.

Reviewing performance and seeking ways to improve performance is often

a good starting point. However, appraisals can also be used to discover new

potential, useful if preparing people for new roles or experiencing business

change-whether through internal restricting or external influences. One major

publisher changed its appraisal to development talks. The purpose here was to

move away from the concept of measurement and judgment, towards one of

growth.
A number of factors influence to form an effective performance appraisal

system like:

Multiple rounds of appraisal:

In order to avoid biased assessment some organizations have multiple


rounds of appraisal, which helps maintain the objectivity and transparency of the
exercise.
Training the appraisers:

Almost all organization strain their appraisers to ensure that they give

proper feedback to the appraise and maintain transparency in the performance

appraisal system. Training helps an appraise in setting directions and establishing

clear performance expectations from employees. It helps them ensuring goals set

up by them get completed on time, within budget, and according to required

specification.

In most of the organizations Performance Appraisal is described as the

process of evaluating an individual performance in their present job, and also to

find out their strengths and weaknesses through their performance. The key aspects

is a formal structure forum for employees to discuss their performance identify

performance gaps and rate performance .often there is training needs and career

development element included in the process. Performance appraisal is a holistic

process, where the employees potential can be known through their performance.
Appraisal of one individual by another individual is a continuous process

and it is Natural phenomenon in human beings. This is constantly done,

consciously or unconsciously in our day-to-day interaction, either in family life or

in a social setting or in an organization for that matter. While the individual or a

group uses appraisal in its own fashion depending upon the need of the situation, in

an organization it becomes necessary to adopt a formal methodology of appraisal

system because of the requirement of measuring the performance for considering

suitable reward or punishment or for assessing the potential of a person to increase

the responsibilities. In short, there is a great requirement for assessing the

efficiency to gear up the productivity of the work force.

Performance appraisal is a method of evaluating the behavior of employees

in the work spot, normally including both the quantitative and qualitative aspects of

job. Performance here refers to the degree of accomplishment of the tasks that make

up an individuals job. Often the term is confused with effort, but performance is

always measured in terms of results and not efforts.

Appraising the performance of individuals, group, organization is a


common practice of all societies, while in some instances these appraisal processes
are structured and formally sanctioned, in other instances they are an informal and
integral part of daily activities. Performance conducted in a systematic and planned
manner. Adopting performance for evaluating technical, skilled, professional and
managerial personnel as training and executive development programmers.
Need for the Study:

For every organization the main asset is employees according to the

employees performance the production, sale is happen to the organization

according to that the profit & growth of the organization is increased or decreased

for that the employee performance is most important. The employee performance

is known by performance evolution only. Performance management (PM) was

accelerated by the emergence of HRM a realization that it was a concern of every

one. A shift from top-down to upward appraisal, dissatisfaction with performance

related pay and allied factors. The PM incorporates at least partly the MBO

philosophy. It also embodies varied approaches to appraisal schemes, setting of

objective, behaviorally anchored factors and formal review meetings.

It is also much more than performance appraisal schemes an

integrating process, a normal management process , a concern of all as partners ,

an agreed upon system , an issue of individuals as well as teams, a combination of

inputs ( knowledge , competence etc.,.) and outcomes (contributions), a continuous

process, a joint process, an improvement-orientation, a focus on self managed

learning etc.,. as a natural process of management, it has emphasis on analysis,

measurement, monitoring performance and planning and coaching. It philosophy is

holistic treating people as valued resources. It is concerned with the interrelated

processes of work, management, development and reward.


Performance management is the process by which executives, managers

and supervisors work to align employee performance with the firms goals. An

effective performance management process has a precise definition of excellent

performance, uses measurements of performance, and provides feedback to

employee about their performance. Thus, it defines, measures, monitors, and gives

feedback.

Performance evaluation is the activity used to determine the extent to

which an employee performs work effectively. Other terms for performance

evaluation includes performance review, personnel rating, merit rating,

performance appraisal, and employee appraisal and employee evaluation.

To know information about the performance of each individual basing on

which decisions regarding salary fixation, promotions, transfers, demotions

and terminations are taken

To gather information about the satisfaction level of employees regarding

the performance appraisal.

It is the means of information the subordinate about his work performance

and suggesting/guiding him the needed change in his behavior, attitude skill

or job knowledge.

It seeks to provide an adequate feedback of each individual for his/her


performance.

Objectives of the Study:

Performance appraisal provides highly useful information much in

advance of time which is of great assistance in making and enforcing decisions

regarding various personnel aspects such as promotions, pay increments, lay- offs

and transfers. Moreover, the information obtained from systematic periodic

appraisal programs facilitates the comparison making process and helps in

backing up personnel decisions which are sometimes likely to be challenged.

By comparing the present performance of an individual with the

predetermined standard performance, it becomes feasible to make definitive

inferences regarding his areas of weak points which can be effectively stressed in

development programs.

To know about the performance appraisal source of Hotel palm beach,

Visakhapatnam.
To evaluate the efficiency of performance appraisal on the better

performance of the employee.


To know about the various stages involving in the performance appraisal

system in Hotel palm beach.


To know about the satisfaction level of employees on the performance

appraisal.

Methodology:

The collection of data for the purpose of the study is aimed at getting current
information about the employees.
Questioner:

A questioner was designed for collections of data from the employees, with

the objective of finding out the employee performance appraisal system of the

company.

Collection of data:

Tools:

By interacting with the employees/workers in the organization, by

observation and by the questionnaire, the required data has been collected.

Universe:

The total work force in hotel palm beach is 200.

Targeted Population:

The study mainly focused on the population of 100.

Sampling method:Simple random sampling has been used for the study.

Sampling size:50% of the targeted population has been taken for the sampling.
Sources of data:

Primary data: It is obtained through questionnaire and interacting with the

employees working there.

Secondary data: This is obtained through Internet, records, company magazines

and various books in the library.

Method of analysis:

In the present study, analysis of data collected has been conducted with

utmost care to give the findings as much authenticity as possible. The data

collected from the respondents to all questions has been entered into the computer

using spss software. The primary data are tabulated and analysis tables are

prepared. Simple statistical methods such as %, avg., etc. have been used to

analyze and interpret the data.

Presentation of the Study:

Chapter 1- consists of introduction, need for the study, objective of the study,

methodology, limitations of the study.


Chapter 2- consists of history of hotel industry, various hotels in India, industry

profile

Chapter 3- consists of company profile, mission and objective, production process,

man power particulars, departments, Awards of the hotel.

Chapter 4- consists of theoretical frame work of effectiveness of performance

appraisal, concept of performance appraisal, types of appraisal systems, and

evaluating system in palm beach.

Chapter 5- consists of Data Analysis.

Chapter 6- consists of summary and suggestion.

Chapter 7- consists of annexure and bibliography.


Limitations of the Study:

As the managers of the organization are busy with their work schedule it was

difficult to collect detailed data.

The individual perception and bias may affect the study.

Time was the major constraint as the mentioned period was not enough to

collect the data in details.

Survey was done with the sample size of 50 as the employees of the company

work in shifts and as they are busy with their schedule.

Some were unable to understand the language in the questionnaire so they left it

difficult to answer.
CHAPTER-II
INDUSTRY PROFILE
CHAPTER-II

INTRODUCTION TO HOSPITALITY INDUSTRY

Hospitality industry is a major employer. The industry includes service sector work like
tourism and food service. It suffers from more economic fluctuations compared to its peer
industries.

The hospitality industry is major service sector in the world economy. The industry
encompass an extensive variety of service industries that include food service, tourism
and hotels. Hospitality industry suffers from fluctuations within an economy every year.

Hospitality
Hospitality is the way of treating people in the way you want yourself to be treated.
Hotels are called "home away from home" because it's the only place where we get food
& accommodation, provided all luxuries and comfort. These days we can easily get
hospitality in retail outlets hotels hospitals and offices and competition is so high that
everyone wants to attract customer by one mean or other. The hospitality also increases
profit and reputation of the hotel. it also provide handsome amount of revenue and give
name and fame to the hotel.
Origin of hotels:
In medieval Europe monasteries rationally offered hospitality to the travellers. The main
aim in offering hospitality was for pilgrims as monasteries were found at the site of holy
place in early stage. In early Europe inns, they were especially designed as profit making
business it was the first commercial Venter in hotel keeping. Usually there were public
rooms like restaurant where merchants could sit and discuss business. Hotel keeping has
also influenced mode of transport, with advent of railways

came station hotels, and with aircraft came airport hotels, with motorways and extensive
road travel like motels, boatels and ship bought floating hotels into existence. Hotel
industry has followed path of travellers from time they travel. Therefore came the rest
house, inns and monasteries. Inn keeping is believed to be started in 1200 years age.
in1650 Mr. Pascal opened cafe in Paris and coffee house in London. During industrial
revolution 1750-1820 English inns were considered finest in the world. Hotel de Henry
was one of the 1st European hotels built in 1788 with capacity of 60 rooms. Growth of
hotel inns took place with concept of family hotels i.e. run by the families were called
mom & pop in England.

The hospitality industry consists of broad category of fields within the service industry
that includes lodging, restaurants, event planning, theme parks, transportation, cruise line
and additional fields within the tourism industry. The hospitality industry is a several
billion dollar industry that mostly depends on the availability of leisure time and
disposable income. A hospitality unit such as a restaurant, hotel, or even an amusement
park consists of multiple groups such as facility maintenance, direct operations
(servers, housekeepers, porters, kitchen workers, bartenders, etc.), management,
marketing, and human resources.

The hospitality industry covers a wide range of organizations offering food service and
accommodation. The industry is divided into sectors according to the skill-sets required
for the work involved. It provides accommodation, food and beverage, meeting and
events, gaming, entertainment and recreation, tourism services, and visitor informationto
both international and domestic visitors. It includes hotels, motels, resorts, restaurants,
cafes, clubs and casinos.

Hospitality can be segmented into the following areas:

MAJOR DEPARTMENTS
OF HOSPITALITY
Front office- It is the most important department of the hotel. The main function of this
department is to give warm welcome to the guest . It helps to create good image in front
of the guest. This is the first department where guest comes in contact with. It generates
the maximum revenue for the hotel as it sells room to the guests. This also includes sub
departments like reservation, Bell desk, and Information desk. It also provides some
facilities like concierge service to the guest.
Food and Beverage Service- It is a department which serves food and beverage to the
guest in a very attractive and pleasing manner, which creates good impression on the
guest.

There are several kind of food and


beverage outlet like restaurants, Bars,
Coffee shops, take away banquets etc. It is second most revenue producing department
of the hotel by selling different types of food and beverage to the guest.

House keeping-This department is responsible for cleaning and maintaining hotel


premises which include public area, guest rooms, lobby, swimming pool area etc.
generally this department is not visible to the guest. It works for guest satisfaction
through keeping the environment clean and hygiene. Horticulture is one of the most
important features of housekeeping department which deals with different types of flower
arrangement and maintaining the garden. This department works to give pleasant look of
the hotel to the guest.

Food Production: It is a department with


deals with the preparation of different types
of food items. It is not a visible department
to the guest because it usually works in the
back area. It makes the food more delicious
and attractive by different styles of cooking
method. Different cuisine has their own kitchen and specialized chef to work on it
according to their skills. Bakery departments comes under this which include preparation.
TRAINING AND ADVANCEMENT:
The Training and Advancement section of
the CGI discusses typical entry-level
requirements for the main occupations and
occupational groups in the industry, as well
as on-the-job training, desirable personal
qualities, and opportunities for advancement. Entry level topics include typical levels of
educational attainment, licensing requirements and other regulations, certifications, and
alternative paths to entry. Some common forms of education include a high school
diploma, a postsecondary vocational award, an associates degree, or a bachelors degree.
Data on the educational attainment of workers come from the Current Population Survey.
Licensure requirements are generally established by Federal or State government bodies,
and require workers to obtain a certain level of proficiency in a either a task or a range of
tasks, usually demonstrated by completing formal education or passing an examination.
Licensure requirements can vary by occupation, industry, and State. Certifications are a
way for a worker to demonstrate proficiency in a task or duty. Certification programs also
may require an applicant to complete formal training and pass an examination, and while
generally voluntary, some certifications are required by employers or government bodies.
On-the-job training is instruction that a workers receives after getting a job and is
necessary to become fully qualified for the job. On-the-job train can take the form of
formal classroom study, apprenticeship programs, or simply receiving instructionfrom
another worker. Employers may prefer applicants with certain personal qualities, such as
good communication skills, precise attention to detail, or the ability to complete
strenuous physical tasks. For some entry-level jobs, personal characteristics are more
important than formal training. Employers generally seek people who read, write, and
speak well; compute accurately; think logically; learn quickly; get along with others; and
demonstrate dependability.

1. Based on location
a City center: Generally located in the heart of city within a short distance from
business center, shopping arcade. Rates are normally high due to their location
advantages.They have high traffic on weekdays and the occupancy is generally
high.Example: TajMahal, Mumbai.Motels: They are located primarily on
highways, they provide lodging to highway travellers and also provide ample
parking space. The length of stay is usually overnight.
b Suburban hotels: They are located in suburban areas, it generally have high
traffic on weekend. It is ideal for budget travelers. In this type of hotel rates are
moderately low.
c Airport hotels: These hotels are set up near by the airport. They have transit
guest who stay over between flights.
d Floating hotels: As name implies these hotels are established on luxury liners
or ship. It is located on river, sea or big lakes. In cruise ships, rooms are
generally small and all furniture is fixed down. It has long stay guest.
e Resort hotels: They are also termed as health resort or beach hill resort and so
depending on their position and location. They cater a person who wants to
relax, enjoy themselves at hill station. Most resort work to full capacity during
peak season. Sales and revenue fluctuate from season to season.
f Boatels: A house boat hotels is referred as boatels. The shikaras of Kashmir
andkettuvallam of kerala are houseboats in India which offers luxurious
accommodation to travelers.
g Rotels: These novel variants are hotel on wheel. Our very own "palace on
wheels" and "Deccan Odessey" are trains providing a luxurious hotel
atmosphere. Their interior is done like hotel room. They are normally used by
small group of travellers.

2. Based on Size of Property


The main yardstick for the categorization of hotel is by size the number of rooms
available in the hotel.
a Small hotel: hotel with 100 rooms and less may be termed as small hotels.
b Medium sizLarge hotels: hotel which have more than 300 rooms are termed
as large hotels.
c Mega hotels: are those hotels with more than 1000 rooms.

3.Based on the Level of Service


Hotels may be classified into economy, and luxury hotels on the basis of the level of
service they offer.
a Economy/ Budget hotels: These hotels meet the basic need of the guest by
providing comfortable and clean room for a comfortable stay.
b Mid market hotels: It is suite hotel that offers small living room with
appropriate furniture and small bed room with king sized bed.
Luxury hotels: These offer world class service providing restaurant and lounges,
concierge service, meeting rooms, dinning facilities. Bath linen is provided to the guest
and is replaced accordingly. These guest rooms contains furnishing, artwork etc. prime
market for these hotels are celebrities, business executives and high ranking political
figures. Example: Hyatt Regency, New Delhi..

4. Based on the Length of Stay


Hotel can be classified into transient, residential and semi residential hotels depending
on the stay of a guest.

a Transient Hotel: These are the hotel where guest stays for a day or even less,
they are usually five star hotels. The occupancy rate is usually very high. These
hotels are situated near airport.
b Residential hotels: These are the hotel where guest can stay for a minimum
period of one month and up to a year. The rent can be paid on monthly or
quarterly basis. They provide sitting room, bed room and kitchenette.
c Semi residential hotels: These hotels incorporate features of both transient and
residential hotel.
5. Based on Theme
Depending on theme hotel may be classified into Heritage hotels, Ecotels, Boutique
hotels and Spas.
a Heritage hotel: In this hotel a guest is graciously welcomed, offered room that
have their own history, serve traditional cuisine and are entertained byfolk
artist. These hotels put their best efforts to give the glimpse of their region.
Example: Jai Mahal palace in Jaipur.
b Ecotels : these are environment friendly hotels these hotel use eco friendly
items in the room. Example: Orchid Mumbai is Asia first and most popular five
star ecotel.
c Boutique hotels: This hotel provides exceptional accommodation, furniture in
a themed and stylish manner and caters to corporate travelers. Example: In
India the park Bangalore is a boutique hotel.
d Spas: is a resort which provide therapeutic bath and massage along with other
features of luxury hotels in India Ananda spa in Himalaya are the most popular
Spa.
6. Based on Target Market
They are as classified into-commercial,convention,resort,casino,suite hotels.

Hotels in India
Hotels in India can be allocated various categories. We have tried categorizing but the
list may vary due to different opinions and perceptions. However, some of the most
popular types of Indian hotels can be listed as:

Luxury Hotels
The luxury hotels in India are meant for those who always love to be on the lap of
luxury. These hotels come with world-class accommodation with state-of-the-art
facilities and amenities to woo the guests. Cleanliness, Comfort, and Care are exactly
what that one can expect from these hotels. Following are some of the luxury hotels in
India: Taj Resorts and Palaces.
Oberoi Hotels and Resorts
ITC Hotels

Le meridian Group of Hotels

The ITDC Ashok Group of Hotels

Maurya Sheraton Hotels and Towers

Heritage Hotels
India is the land of rich culture and heritage. The country has a number of places and
heritage buildings which are currently being used as heritage hotels. The heritage
hotels in India would provide you grand-style accommodation in huge bedrooms,
lavish dining experience, grand courtyard and many more. Some of the well-
known heritage hotels in India are:
UmaidBhawan Palace, Jodhpur
Rambagh Palace, Jaipur

JawaharNiwas Palace, Jaisalmer

Spice Village, Thekkady

Brunton Boatyard, Kochi.

HOTEL CHAINS IN INDIA:


A number of hotel chains are running their operations in India. A collection of group of
hotels operated under a specific brand name is known as hotel chains. Theparticulargroup
of hotel has several hotels under the same brand name located across the country. There
are a number of hotel chains in India, which can be listed as below:
Taj Group of Hotels
The Oberoi Group of Hotels

The ITDC Ashok Group of Hotels

The Park Group of Hotels

Best Western Group

Le Meridien Group of Hotels

Grand International Group

Choice Group of Hotels


Hindusthan Group of Hotels

Neemrana Group of Hotel

Bajaj Group of Hotels.

HOTELS IN VISAKHAPATNAM:
GATE WAY OF HOTEL
HOTELGRAND BEY

HOTEL PALM BEACH

DOLPHIN HOTEL

DASPALLA HOTEL

GREEN PARK HOTEL

SREE KANYA FORTUNE

QULITY INN -BEZ KRISHNA

NOVOTEL
COMPANY PROFILE
Hotel Location:
Located in the costal city of Visakhapatnam of Andhra Pradesh in the Southern Region of
the Country. Situated on the beach road being the most prime spot of the city, the
property overlooks the Bay of Bengal. It has direct access to the beach. The property is
within 5 kms from the Railway Station, 13 kms from the Airport and 3 Kms from the City
Centre. All facilities within a reasonable distance.
HOTEL INFORMATION
The property has Forty Four Rooms. Six rooms with Direct Sea View and the rest with
Partial Sea view. The hotel is a Two Storied building with an annexure building. The
Ground floor combines the Parking Area, Lobby area, Offices, Guest Rooms, The Shop,
Banquet Halls, Health Club, Restaurants, Kitchen, Stores and the Swimming Pool. The
Approximate Area is 822 Sq.mts. The First Floor combines an in-house Lobby, Guest
Rooms, Storage Area, The Terrace and Amphitheatre. The Approximate Area is 677
Sq.mts. The total Constructed Area is 1499 Sq.mts. The total side Area is 10589 Sq.mts.
The Hotel is a part of the Bajaj Group of Hotels. The Head Quarters located An Mumbai
with sister concerns coming up shortly at Gurgeon, Dehradun and Hyderabad. It is a
Three Star Deluxe property with Four Star application.
Hotel Rooms:
We have a host of 44 centrally airconditioned superbly appointed and well furnished
guest rooms. Each of these has:
Independent direct dialing telephones

Satellite channels

Refrigerator

Hotel Facilities:
Dusk
Dusk will be the trendsetter in restaurants with an International live band, twin bar setup
and a breath taking sea view to be served in your platter very soon.
Mafia Bar
We offer you the city's most "Style with leisure" combined the Mafia Bar. With a pool
view clubbed with the sea, serving world's finest foreign brands along with premium's.

Sea Deck
Open Air Restaurant by the Sea serving Dinner
Masala Mafia
Masala Mafia is a Multi-cuisine restaurant. In this restaurant Break Fast buffet, Lunch
Buffet Particulars Rate Buffet, Dinner Buffet is

Masala Mafia Breakfast Rs.200/- + Tax maintaining with also


Ala-carte is available.
Dusk Brunch (Every Sunday ) Rs.699- + Tax
ROOM TARIFFS:
Masala Mafia Buffet Lunch (Non-Veg) Rs.499/- + Tax
Masala Mafia Buffet Dinner(Non-Veg) Rs.499/- + Tax
SeaDeck only Alacarte order Rs.----/- + Tax
Room Type (INR)
* EXECUTIVE
Single Rs. 4500/- + Tax
Double Rs. 5000/- + Tax
** PREMIUM
Single Rs. 5995/- + Tax
Double Rs. 6495/- + Tax
** DELUXE SUITE

Single Rs. 6495/- + Tax

Double Rs. 6995/- + Tax

1.Complimentary Buffet Breakfast for all Rooms.


2.Tea / Coffee maker complementary for Executive / Premium / Suite Room.
3. Electronic safe in Executive / Premium / Suite Room.
4. Concave Mirror, Hair Dryer & Bathroom Scale in Executive / Premium / Suite
Room.
5. Wi-Fi Internet connection complementary for Premium and Deluxe Suit Rooms.
6. No Charges for Children under 12 occupying the same room without an extra bed.
7. Check-out time : 24 hours.
8. Weekend Holiday packages corporate Volume & Guarantee rates are available
through our Sale office.
Service & Facilities :
Centrally Air-Conditioned room, 24 hours Room Service. Telephone with direct STD,
ISD, E-mail and Internet Facility. Secretarial Service, Currency Exchange, Minibar,
Laundry and Dry Cleaning, Beauty Parlour and Saloon, Swimming Pool, Doctor on
call, Free Locker Facility. Postal Services, Travel and Car rentals, Florist, Shopping
Arcade.

NO. OF EMPLOYEES:
The total number of employees is 177

Permanent employees is 90,

Out sourcing staff & trainee employees are 90.

THE SERVICE RULES OF PALM BEACH HOTEL:


TOTAL DEPARTMENTS:The total no. of departments is to be 13.
Food & Beverage service department.

Food and Beverage production Department

Front office department

Housekeeping department

Finance &Accounts department

HR department

Marketing department

Purchase department

Maintenance department

Administrative department

Stores department
Garden department

Security department.
PERFORMANCE APPRAISAL

Concept of Performance Appraisal:

There is a great degree of unhappiness all around the

performance appraisal. The subordinates complain their bosses try to rate their

performance without really knowing what they are doing. The top management is

unhappy because from filling this has become a ritual and there is no improvement

in the employee performance.

An organization needs to have an appraisal system that is free

from bias. Being fair and objective is of utmost importance for the integrity of the

performance review process. Unfortunately, personal biases, prejudices and

idiosyncrasies, occurring at the subconscious level can have a negative effect on an

employees evaluation. It has been observed that if an employee gets severely


negative feedback he can have a deflated picture of his performance and

development needs and might feel angry, alienated, de-motivated, and demoralized

ending up suffering from a loss of confidence.

On the other hand, when an employee receives overly positive feedback, there

might be ill feelings from other employees who perceive that one employee enjoys

preferred status. There are also chances of clouding an employee understands of

what is actually expected from him. In view of the above situations one need to

have meaningful insights on the performance appraisal system to understand,

judge, frame and abide it. Hence this chapter reviews and analyses performance

appraisal from the conceptual and theoretical framework, which are advocated by

the pioneers in human resource development area.SatishVenkatchaliah, Head of

HR with SAP Labs India adds, Regular sharing of information through the online

performance management system helps ensure that communication channels

between a manager and an employee are open throughout the year. This helps

avoid any difference of opinion in performance reviews. In case there is any

difference, it is sorted out with mutual discussion. When a discussion does not help

in sorting out a problem, the HR department mediates and things are put on track.

Therefore the mechanism serves a wide variety of purposes from recruitment to

retirement and from individual development to organization development.


Introduction:Once the employee has been selected, trained and

motivated, he is then appraised for his performance. Performance

appraisal is the step where the management finds out how

effective it has been at hiring and placing employees.

Most publishing employees nowadays expect to be appraised as

part of their job. But how can appraisals be used to add real value and meet the

strategic needs of theorganization? The performance appraisal system forms an

integral part of the employee development process in any organization. It reflects

the ability of an organization to define goals and expectation from employees. A

fair and ethical performance appraisal process is essential for the companys well-

being and it plays a significant role in bringing out the best in workers. Salary

revision following a performance appraisal is a great motivating factor and a fair

performance appraisal process goes a long way towards reducing attrition rates.

Reviewing performance and seeking ways to improve performance

is often a good starting point. However, appraisals can also be used to discover

new potential, useful if preparing people for new roles or experiencing business

change-whether through internal restricting or external influences. One major

publisher changed its appraisal to development talks. The purpose here was to

move away from the concept of measurement and judgment, towards one of
growth.

A number of factors influence to form an effective performance appraisal

system like:

Multiple rounds of appraisal:

In order to avoid biased assessments some organizations

have multiple rounds of appraisals, which helps maintain the objectivity and

transparency of the exercise.

Training the appraisers:

Almost all organization strain their appraisers to ensure

that they give proper feedback to the appraisee and maintain transparency in the

performance appraisal system. Training helps an appraiser in setting directions and

establishing clear performance expectations from employees. It helps them

ensuring goals set up by them get completed on time, within budget, and according

to required specification.

Effective communication:

An open communication channel between an appraiser

and an appraise is the backbone of any successful appraisal system. Regular


discussion between the two is necessary as it helps develop a positive relationship.

Positive achievements of the appraise should be highlighted and problem areas

dealt with before they spin out of control. Addressing problems immediately

ensures the reinforcement of good performance as it motivates employee to excel

in their work.Linkage to reward system:

Individuals judge the performance management

system and the culture of organization based on the message sent by the rewards

system. If the rewards system recognizes individual contribution and ignores

contributions made by team objective, the people in the organization start focusing

on individual tasks. Therefore, linkage too many of these systems need to be

contemplated upon, articulated to the people and implemented with consistency.

Meaning:

The meaning of the word APPRAISAL is to fix a price or

value for something. This is used in finance in terms such as project appraisal or

financial appraisal where a value is attached to a project. Similarly performance

appraisal is a process in which one values the employee contribution and worth to

the organization.

Performance appraisal is a method of evaluating the behavior of

employees in the work spot, normally including both the quantitative and

qualitative aspects of job performance.


Performance here refers to the degree of accomplishments of the tasks

that make up an individuals job. It indicates how well an individual is fulfilling the

job demands.

Definition:

Performance appraisal has many facts . It is an exercise in

observations and judgment, it is a feedback process, and it is an organizational

intervention. It is a measure process as well as an intensely emotional process.

Above all, it is an inexact, human process. While it is fairly easy to prescribe how

the process should work, descriptions of how it actually works in practice are

rather discouraging.

-Wayne F Cascio

Importance:

Performance appraisal has been considered as a most

significant and indispensable tool for an organization. It is a judgment of the

characteristics, traits and performance of the employees and has a wide range of

utility like:

It unifies the appraisal procedure so that all employees are rated in the same

manner, utilizing the same approach so that the ratings obtained of separate
personnel are comparable.

It is easier for managers to see which employees need training or counseling,

because jobs are grouped by categories.

It highlights the strengths and development areas of the person against

previously agreed objectives.

It makes for better employer-employee relations through mutual confidence,

which comes as a result of frank discussion between a supervisor and his

men.

It allows managers to check that an individuals performance is in tune with

the organizations strategic objective.

They help pinpoint weak areas in the primary systems like marketing,

finance, and production.

They provide systematic judgments to back up salary increases, transfers,

demotions or terminations.

They provide feedback information about the level of achievements and

behavior of subordinates.

It helps to prevent grievances and in disciplinary activity.

Evaluation process:

Stolz observes that the process of performance appraisal follows a set of pattern,
viz.; a mans performance is periodically appraised by his superiors. Questions are

raised-is his potential the greatest as a manager or as a staff specialist? What are

his strengths and weakness? Where can he make his great contribution? But out of

the discussion and debate emerges a development plan tailored to the individuals

unique needs.

Broadly speaking, the process of evaluation process begins with:

Step1:

Establishment of performance standard- At the time of designing a job and

formulating a job description, performance standards are usually developed for the

position. These standards should be discussed with the supervisors to find out

which different factors are to be incorporated, weights and points to be given to

each factor and these then should be indicated on the appraisal form, and later on

used for appraising the performance of the employee.

Step2:

Communicate performance expectations to employee- To

make communication effective, feedback is necessary from the subordinate to the

manager. Satisfactory feedback ensures that the information communicated by the

manager has been received and understood in the way it was intended.

Step3:

Measure actual performance- Four sources of information are frequently


used to measure actual performance: personal information, statistical reports, oral

reports and written reports.

Step4:

Compare actual performance with standards- The employee is appraised and

judged of his potential for growth and advancement.

Step5:

Discuss it with employee- The results of appraisal are discussed periodically

with the employees, where good points, weak points, and difficulties are indicated

and discussed so that performance is improved. The information that the

subordinate receive about his assessment has a great impact on his self-esteem and

on his subsequent performance.

Step6:

If necessary initiate corrective action- There may be two types of corrections

seen. One is immediate and deals predominately with symptoms. The other is basic

and delves into causes. Immediate corrective action is often described as

terminations whereas basic corrective action gets to the source of deviation and

seeks to adjust the difference permanently. Coaching and counseling may be done,

person may be deputed for formal training courses and decision making

responsibility and authority may be delegated to the subordinates.

Methods of Performance Appraisal:


Several methods and techniques are used for

evaluating employee performance. These may be classified in to Traditional and

Modern methods.

Traditional Methods:

Ranking Method :

Is technique, evaluator assigns relative ranks to all

employees in the same work unit doing the same job. Employees are ranked

from the best to the poorest on the basis of overall performance. The relative

passion of an employee is reflected in the numerical rank. It is one of the

simplest methods. It is time saving and comparative evaluation technique of

appraisal.

Man-to-man Comparison Method:

In this method, certain factors are selected for the

purpose of analysis and the rater for each factor designs a scale. A scale of

man is also created for each selected for each factor. Then each man to be

rated is compared with the man in the scale, and certain scores are awarded

to him. In other words, a whole man is compared to a key man in respect


of one factor at a time. This method is used in job evaluation and is known

as the factor comparison method.

Paired Comparison Method:

This is a modified form of man to man ranking. Herein,

each employee is compared with all others in pairs on at a time. The number

of times an employee is judged better then other determines his rank.

Comparison is made on the basis of overall performance.

Forced Distribution Method:

In these techniques the rater appraises an employee

according to a pre-determined distribution scale. It is assumed that it is

desirable to rate only two factors by this method that is Job performance and

promotability. For this purpose a five poking performance scale is used

without any descriptive statement& employees are placed between two

extremes of good and bad performance.

Graphic Rating Scales Method:

It is a numerical scale indicating different degrees of a

particular train. The rate is given a printed form for each employee to be

rated. The form contains several characteristics relating to the personality

and performance of employee. Intelligence, attitude, quality of world,

leadership skills judgment, etc.are some use characteristics. This method is


widely used as it is easy to understand. It allows a statistical tabulation of

scores and, a ready comparison of scores among the employees is possible.

The approach is multi-dimensional as several significant dimensions of the

job can be considered in evaluation.

Critical Incident method :

In this method the superior keeps a written record or critical (either good or

bad) events and how different employees behaved during such events. The

rating of the employee depends on the positive or the negative behaviors

during these events.

These critical incidents are identified after through study of the job and

discussions with the staff. This method helps to avoid vague impressions

and general remarks as the rating is based on actual records of behavior.

Group Appraisal Method:

Under this method, a group of evaluators assess

employees. This group consists of the immediate supervisors of the

employee, other supervisors having close contact with the employers work,

head of the department and a personnel expert. The group determines the

standards of performance for the job, measures actual performance of an


employee, analysis the causes of poor performance and offers suggestions

for improvements in future.

Grading Method:

Under this method, the rater considers certain factors, and

marks them accordingly to a scale. The selected factor may be analytical

ability, co-operation, dependability self-expression, job knowledge. They

may be grades as A outstanding, B- very good, C-good/average, D-

fair, E- poor. The actual performance of an employee is then compared

with these grade definitions and he is allotted the grade which best described

his performance.

Forced Choice Distribution Method :

In this method, the rating elements are several sets of

pairs phrases or adjectives relating to job proficiency or personal

qualification. The rater is asked to indicate which of the phrases is most and

least descriptive of the employee.

Checklist Method:

In this method, series of questions are presented

concerning an employees behavior. Here rater does not evaluate employee

performance; he supplies reports about it and the personnel department does

the final rating


Field Review Method:

In this method, a trainer employee from the personnel

department interviews line supervisors to evaluate respective subordinates.

The supervisor is required to give his opinion about the progress of his

subordinates and his plan of action in cases requiring for consideration.

The traditional methods given above focus on the traits

of an employee than an his job performance , In the absence of predefined

performance criteria or standards , the personal bias or subjectivity of the

evaluator affects the ratings . This approach caused the following responses:

The very nature of the appraisal system led to criticism.

Criticism exercised a negative impact on goal attainment.

Criticism increased antagonism and defensiveness among

employees resulting in inferior performance.

Managers generally are not qualified to assess personality traits.

Some managers discourage good performances by over

emphasizing shortcomings and almost neglecting good work.

In order to overcome these weaknesses some new techniques of

performances appraisal have been developed.

Free Essay Method:


In this method, the supervisor makes a free form, open-

ended appraisal of an employee in his own words and puts down his

impression about the employee. The description is always as factual and

concrete as possible.

Modern Methods:

Management By Objective:

Management by objectives can be described as a process

whereby the superior and subordinate managers of an organization jointly identify

its common goals, define each individuals major areas of responsibility in terms of

results expected of him and use these measures as guide for operating the unit an

assessing the contributions of each of its members.

MBO Process:

It consists of five basic steps as follows:

Set organization goals, i.e., establishment of an organizationwide strategy

and goals. Such goals are expressed clearly and concisely and can be
measured accurately.

Performance reviews, i.e., frequent performance review meetings between

the managers the subordinate. During the initial stages of the MBO

programmed, monthly reviews may be used and then extended to quarterly

reviews.

Joint goal setting, i.e., establishment of short term performance targets

between the management and the subordinate in a conference between them.

The manger may ask each subordinate to write down his personal goals,

while in turn the manager writes out the goals he thinks subordinates should

have. The manager and subordinate then discuss them reach an agreement

about them, and put them in writing.

Set check posts, i.e., establishments of major check posts to measure

progress. The quirk of human nature demands that the manager be

constantly alert and exercise sound judgment.

Feedback, the employees who receive frequent feedback concerning their

performance are more highly motivated than those who do not feedback that
is specific, relevant and timely help satisfy the need most people feel about

where they stand.

Thus, under MBO programmed, an employee and his

supervisor meet and together define, establish and set certain goals or objectives

which the employee would attempt to achieve within the period of prescribed time.

This method emphasizes the value of the present and the future instead of that of

the past, and focuses attention on the results that are accomplished and not on

personal traits or operational methodology.

It may play a pivotal role. MBO reduces role conflict and

ambiguity, it identifies problems better and early, and it identifies performance

deficiencies and enables the management and the employees to set individualized

self-improvement goals.

A number of pitfalls have been indicated, by the researchers, in the way

of effective working of MBO programmers. The reasons for failure in the

MBO process are: hasty implementation, unknowledgeable users, lack of

top management follow through, and support, over emphasis on structure,

treatment as another gimmick, failure to monitor and encourage.


Assessment Centre:

The purpose of this method was and is to test candidates in asocial situation,
using a number of assessors and a variety of procedures. The most important

feature of the assessment center is job related simulations. These simulations

involve characteristics that managers feel are important to the job success.

Assessment is made to determine employee potential for purposes of promotion.

Purpose

To determine individual training and development needs of employee


To select recent college students for entry level positions.
To provide more accurate human resource planning information.
To assist in implementing affirmative action goals.

Problems:

Assessment centre approach, therefore, suffers from many real hazards. One

of the most obvious is the exam-taking. Solid performers in day to day operations

suddenly choke in simulated environment. Another drawback is the potential bad

effects on those not selected to participate in the exercise. Employees who receive

a poor report from the centre may react in negative ways and might demoralize an

employee\ who was once an asset.

Human Resource Accounting Method:

Human resource is a valuable asset for any

organization. This asset can be valued in terms of money. When competent

and well-trained employees leave an organization the human asset ids 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 cost

and contribution will reflect the performance of employees. This method is still

in the transitory stage and is, therefore, not popular at present.

Behavioral Anchored Rating Scales (BARS) :

This method combines graphic rating with critical

incidents method. BARS are descriptions of various degrees of behavior relating to

specific performance dimensions. Critical areas of job performance and the most

effective behavior for getting results are determined in advance. The rater records

the observable job behavior of an employee and compares these observations with

BARS. In this way an employees actual behavior is judged against the desired

behavior. These steps involved are: -

Identify critical incidents

Persons with knowledge of the identify job to be

appraised describe specific examples of both effective and ineffective job

behaviors.
Select performance dimensions

The persons then cluster the behavioral incidents into a

smaller set (usually 5-10) of performance dimensions.

Retranslate the incidents

Another group of knowledgeable persons assign each

incident to the dimension that it best describes. Incidents for which there is

less than 75% agreement with the first group are not retranslated.

Assign scales to incidents

The second group rates each incident on a 7 or 9 point

scale. Rating is done on the basis of how well the behavior described in

the incident represents the performance on the appropriate dimensions.

Means (average) and standards deviations are then calculated for the

scale values assigned to each incident.

Develop final instrument


A subset of the incidents that meets both the retranslation and standard

deviation criteria is used as a behavioral anchor for the final performance

dimensions. A final BARS instrument typically comprises a series of

vertical scales that are endorsed by the include incidents. Each incident

is positioned on the scale according to its mean value.

360 degrees performance appraisal

This is a new concept in performance appraisal, where the feedback is

collected from all around the employee, the superior, the subordinates,

the peer group, and the customers. The evaluation is very comprehensive

in terms of the employees skills, abilities, styles, and job-related

competencies. This system has the following advantages:

a Higher validity and reliability of the evaluation.


b Self evaluation by the employees gets compared with the
perception of others.
c Helps in maximizing employee potential in the face of challenges.

Advantages:
Ratings are likely to be accurate because these are done by experts.
The method is more reliable and valid as it is job specific and
identified observable and measurable behavior.
Ratings are likely to be more acceptable due to employee participation
The use of critical incidents is useful in providing feedback to the

employee being rated. .

Weaknesses:

It is very time consuming and expensive to develop BARS for every

job.

Behaviors used are more activity oriented than results oriented.

Performance Appraisal System in Hotel palm beach:

When an employee joins the organization that is hotel

palm beach, he has undergone an induction period for a week. During this period

he/she gets accustomed to the climate of the organization, He/she is sent to various

departments during this period to gain knowledge of the working atmosphere in the

hotel. At the end of this period evaluation is done by the HOD in regard to the

organization. Once the HOD is satisfied with the training of the employee, he puts

the employee under probation period for a year. During this probation period, the

employee works in the department he is appointed to and tries to acquire more

skills and knowledge regarding his job, quality of work, taking initiates etc.

After one year of probation, appraisal is done by the HOD

regarding the performance of the employee during the said period. If the HOD

feels that the employee has successfully completed his training and probation

periods, he recommends to the higher authority for employees permanent job. After
the employee becomes a permanent member of the organization, regular appraisal

is done in a yearly basis on his performance.

Who is to be appraised?

The executive and the staff employee of the hotel palm beach are appraised

for their performance once in a year regularly.

Who will appraise?

The head of the department will appraise the performance of their

subordinates in their respective departments. Since the HOD has thorough

knowledge about the job contents and observes the employee while performing the

job. This makes the superiors responsible for managing their subordinates

continuously. The appraiser is capable of determining what is more important and

what is relatively less important in the methods. This helps him to prepare reports

and makes judgments about the performance appraisal of his subordinates without

bias. The head of the department is accountable for the successful performance of

his subordinates.

When to appraise?

There is a systematic appraisals conducted on a regular basis that is, once in

every year. When an employee in the organization completes his training and is

confirmed of his job, the actual work starts and the performance appraisal is done
in the next year on the date he was joined in the previous year.

Where to appraise?

The where indicates the location where an employee may be evaluated. It is

usually done at the place of work or office of the supervisor. Sometimes informal

appraisals may take anywhere and everywhere, both on the job in work situations

and off the job.

How to appraise?

On the basis of the comparative advantages and disadvantages it is decided

which method would suit the purpose best. More often grading method is used in

palm beach organization.

Process of Performance Appraisal in Hotel Palm Beach

The hotel palm beach conducts its appraisal once in a year. They have

separate performance appraisal forms for staff and executives in addition to this the

staff has a self appraisal form. The HOD after thorough question and answer

interactions with his subordinate completes the performance appraisal form by

giving grades in the necessary columns and send it to manager who further

forwards it to the general manager. After all the formalities being completed finally

it is sent to the manager director.


The manager/HOD recommends for any training required

by his employees for further improving the skills. Once the degree of points is

assigned for each factor, the corresponding number of points of each is added and

an overall point value is obtained. This system is possible to assign points to

respective factors, which are essential for evaluating an individuals job. The sum

of these points gives us an index of the relative significance of the jobs that are

ranked.

This system has a detailed examination of the jobs:

Step1:

The jobs of the executives are determined first which are to be evaluated.

The job with the similar position, the same work characteristics are placed in one

section.

Step2:

A pre-determined number of factors are arbitrarily selected.

Step3:

The next step is to break down each factor into degrees and to assign a point

value to each diagram.


Step4:

The sum of all these points given in as index of the relative significance of

each degree of the jobs that are rated.

Palm Beach follows its own Method in Evaluating the Performance of the

Employee:

A number of compensable factor are taken and then it determines the level of

each factor giving result in the form of outstanding, good, average and below

average. Mostly this organization implements the method of grading system for

performance appraisal.

Outstanding refers to - consistently exceptional performance.

Good refers to - normally meet expected level of performance.

Average refers to - adequate performance scope for improvement.

Below average refers to - clearly inadequate performance.


The scoring can be generally interpreted on 500 rating scale:

A Consistently exceptional performance: scores above 400

B Normally meets expected level of performance: scores between 300 to 400

C Adequate performance-scope of improvement: scores between 150 to 300

D -- Clearly inadequate performance: scores below 150.

Steps Involved in during Performance Appraisal in Hotel


Palm Beach:

The appraiser observes the employee in each and every factor and then

determines the results in the form of outstanding, good, average or poor

performance.
In the appraisal itself, the appraiser reviews the achievements of the employee

during the period and lists them in the format. If the performance of the

employee in the organization is good then the management encourages the

employee more effective and innovative by giving awards.

The appraiser will give the information to the employee in the areas to be

improved so that the effectiveness of the employee will improve in all the

areas. For example, time management.


The appraiser also lists out the shortcoming of the employee while appraising

the individuals. for example, the targets given to the employee are not fulfilled,

lack of effective top management, no proper planning to do the work.

In the final analysis the appraiser will depict the total results of the head of

the department in order to give the promotions, demotions, increments and

other incentives.
DATA ANALYSIS
The collected Data is systematically tabulated and then analysed by
simple percentage. The tabulated data is then represented by different
Pie-Charts and Bar Chart. And then Interpretations are made for each
one. Lastly Striking Inferences are drawn upon it.
Data are used in new and effective ways through business intelligence
tools such as on-line analytical processing called cubes. Cubes are a way
of organizing and utilizing data. The PSC's cubes contain five years of
hiring and staffing data taken from pay systems, organized using 15
different dimensions such as language, classification and appointment
type. "The use of cubes lets us manipulate large chunks of data into
reliable, accurate information that can drive staffing decisions," says
Sinclair. "It is also useful for accountability and oversight purposes such
as auditing." Statistics are made available online where managers can
query employment data and create reports; currently it is possible to
produce 20 million reports on a wide variety of HR topics.
The following topics are the ones in which questionnaire was asked.
SUMMARY

Once the employee has been selected, trained and motivated, he is then appraised for

his performance. Performance appraisal is the step where the management finds out how

effective has been at hiring and placing employees.

Most publishing employees now a day expect to be appraised as part of their job. But

how can appraisals are used to add real value and meet the strategic needs of the organization?

The performance appraisal system forms an integral part of the employee development process

in any organization. It reflects the ability of an organization to define goals and expectation

from employees. A fair and ethical performance appraisal process is essential for the

companys well being and it plays a significant role in bringing out the best in workers. Salary

revision following a performance appraisal is a great motivating factor and a fair performance

appraisal process goes a long way towards reducing attrition rates.

Reviewing performance and seeking ways to improve performance is often a good

starting point. However, appraisals can also be used to discover new potential, useful if
preparing people for new roles or experiencing business change-whether through internal

restricting or external influences. One major publisher changed its appraisal to development

talks. The purpose here was to move away from the concept of measurement and judgment,

towards one of growth.

A number of factors influence to form an effective performance appraisal system like:

Multiple rounds of appraisal: In order to avoid biased assessment some organizations have

multiple rounds of appraisal, which helps maintain the objectivity and transparency of the

exercise.

Training the appraisers: Almost all organization strain their appraisers to ensure that

they give proper feedback to the appraisee and maintain transparency in the performance

appraisal system. Training helps an appraisee in setting directions and establishing clear

performance expectations from employees. It helps them ensuring goals set up by them get

completed on time, within budget, and according to required specification.

Performance Appraisal System is a process through which an individual employees

behavior and accomplishments for a fixed time period are measured and evaluated. The major

purpose of measuring and evaluating is to assess the work or value. Performance Appraisal is a

systematic and objective way of judging the relative worth or ability of an employee in

performing his task. It helps to identify those who are performing their assigned tasks well and

those who are not and the reasons for such performance. Performance Appraisal is thus the

process of reviewing information and progress in a job and assessing his potential for future

improvement. It is a systematic method of obtaining, analyzing and recording information about

a person that is needed.


The Performance Appraisal process for organization is typically led by the personal

function. Much of the responsibility in the Performance Appraisal lies directly on the shoulder of

the manager, how the employee actually performs is observed over a fixed time period, the final

evaluation is documented on a form, these are shared with the subordinates of the manager. This

process ends with the recommendation from the Manager to the higher management for

administrative decisions regarding the employee such as his promotion, training etc.

In Hotel palm beach , Visakhapatnam the aim of Human Resource Management is to

identify the human potential of its employee and is done through Performance Appraisal where

there will be comparison between the goal set and targets reached of each employee..

FINDINGS

most of the employees are aware of the performance appraisal system in the

organization.
It is observed that performance achieves the objectives and goals of the organization

as well as individuals.
It is observed that the performance appraisal system helps in knowing the strengths

and weaknesses of the employees.


It is observed that HOD is the best person to conduct performance appraisal system.
It is observed that the performance appraisal helps in assessing the training needs of

the subordinates.
The performance appraisal system is difficult to understand for the lower level

employees.
Performance at work and hard work are given the highest preference during

performance appraisal.
Grading method is using for the performance appraisal in palm beach.
The performance appraisal gives carrier growth to the employees.
The written communication is used for performance appraisal system in palm beach.
According to the performance of the employees they give promotions and rewards.
It is observed that the employees are given advices and suggestions during the

performance appraisal process.


Major employees are satisfied with the appraisal system in palm beach.

SUGGESTIONS

Performance Appraisal should be given to employees from time to time at all levels to

improve their skills.

It is suggested that performance based incentives should be given to employees so that

the productivity improved in the organization

Most of the employees are suffering from very less number of leaves

It is suggested to improve the number of earned leaves from 12 to 20 to employees.

It is suggested to simplify the performance appraisal system in the organization So that

lower employees can easily understand the system.

It is suggested to implement Graphic rating scale method for performance appraisal

instead of Grading method which is presently using in the organization.

The training programs held must be still more effective and study kit must be provided.
Personal guidance and encouragement to the appraiser by his superior and by the training

department should be given.


In my opinion performance appraisal should give rise to amicable relationship and

competitive with pleasant work environment not only for individual growth but also for

organizations growth.
CONCLUSION

The project lays emphasis on the viewpoint of appraiser because they are vital persons in

execution of performance appraisal.

One of the conclusions based on appraisers view is that major purpose of performance

appraisal is to promoting the employee and helping for their career development. The major

factors considered by them in evaluating the performance are their job knowledge and

performance and dedication to the organization.

With regard to training to appraises, the study found that the appraises did not receive

training and every one felt that adequate training should be given to them according to

performance appraisal. The study focuses on the appraises viewpoint on performance appraisal

because they are the direct people who effect either positively or negatively by the results of the

appraisal.

The view point of them presented gives us clues to draw the conclusion that many of the

employees are unaware about the performance appraisal system. And some find the trait difficult

to understand. Interesting majority of the appraises stated that the present system of performance

appraisal is useful for their development

On the whole ,it can be stated that the performance appraisal is effectively functioning in

hotel palm beach . However, there are some areas yet to be developed and improved in a more

effective manner.
ANNEXURE
Questionnaire on performance appraisal

NAME: ---------------------------------------------------------------------------------------------

--------------------------------------------------------------------------------------------

DESIGNATION:

DEPARTMENT:

1Are you aware of the existing performance appraisal system?

(a) Yes . (b) No

2. Do you think performance appraisal is too lengthy?

(a)Yes (b) No

3. How many of you agree that the traits of performance appraisal difficult to understand?

(a)Strongly agree (b) Agree (c) Disagree (d) strongly disagree

4. Is the information given in the appraisal form is sufficient enough to appraise??

(a)Sufficient (b)Accurate (c)Insufficient

5. How much percentage of opportunity is given to the employee at the time of appraisal?

(a) 100-80% (b) 80-75% (c) 75-60% (d) 60-40%


6. What are the methods used for performance appraisal?

(a) Graphic rating scale (b) Ranking method (c) Check list method (d) Grading

(e) Assessment centre

7. Do performance appraisal is helpful to strengthen the superior-subordinate working

relationship? If yes how will you rate them?

(a) Excellent (b) Good (c) Average (d) Poor

8. What is the duration of performance appraisal system in your company?

(a) Every month (b) Half Yearly (c) Once in a year (d) Every 3 months

9. Is performance linked with promotions?

(a)Yes (b) No

10. Does your company go for outsourcing to do performance appraisal?

(a) Yes (b) No

11. What kind of communication is made about the performance appraisal?

(a) Oral (b) Written (c) Counseling (d) Through HOD

12. Is it so necessary to have an experienced person to evaluate the performance of the

employee?

(a) Yes (b) No


13. Do you agree that there is any relationship between performance and SWOT analysis?

(a) Agree (b) Disagree

14. Do performance advancement leads to the career development?

(a) True (b) False

15. What is overall opinion about performance appraisal system followed in your company?

(a) Excellent (b) Good (c) Average (d) Poor


REFERENCES
Website:
www.google.com
www.Palm Beach Hotelvizag.com
www.hronline.com
www.hrguru.com
www.citehr.com

Other Sources: Palm Beach Hotel Brochure and pamphlet

Books referred:

NAME OF THE BOOK NAME OF THE AUTHOR NAME OF THE PUBLISHER


HRM L.M.PRASAD SULTAN CHAND & SONS
HR & PERSONNEL K.ASWATHAPPA TATA Mc GRAWHILL
MANAGEMENT
HRM Dr. C.S.GUPTA SULTAN CHAND & SONS
HRD T.V.RAO SAGE PUBLISHERS
PERSONNEL S.L.GOEL STERLING PUBLISHERS
ADMINISTRATION &
MANAGEMENT
PERSONNEL S.K.CHATTERJEE SURJEET PUBLISHERS
MANAGEMENT &
INDUSTRIAL RELATIONS
PERSONNEL PRADEEP KUMAR KEDARNATH RAMNATH &
MANAGEMENT & CO.,
INDUSTRIAL RELATIONS
HRM R.SHARMA LAKSHMINARAIN
AGRAWAL
HRM SASHI K.GUPTA & ROSY KALYANI PUBLISHERS
JOSHI
BIBLIOGRAPHY

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