SUMMER TRAINING PROJECT REPORT

ON
STUDY OF BANKING Performance appraisal AT SEL

FOR THE PARTIAL FULFILLMENT

OF

MASTER IN BUSINESS ADMINISTRATION

AFFILATED TO

RAYAT AND BAHRA COLLEGE ROPAR CAMPUS

SUBMITTED TO: - SUBMITTED BY:

Department of Management Hardeep Kumar
MBA 3rd sem.
(1513474)

1
 DECLARATION

I, HARDEEP KUMAR hereby declare that the report fulfills all

the requirements for the award of the degree in PUNJAB in
Human Resource Management and is a record of original work
done by us during the period of July(2016) , under the guidance
and supervision of Professors DR. Vikramjit Kaur.

..
Signature of the Faculty Guide Signature of the Candidate

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 ACKNOWLEDGMENT

My working in this project is not only my efforts but this is to the

result of the guiednce, assistance and inspiration of several people
who helped me throughout my final project report.

I express my every debt of perfouned gratitude to Mrs.Vikramjeet

Kaur (prof.H.R) for her support in executing this project from its
conceptual to completion stage.

HARDEEP KUMAR
(1513474)

PREFACE

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Managing human resources in todays dynamic environment is becoming more and more
complex as well as important. Recognition of people as a valuable resource in the
organization has led to increases trends in employee maintenance, job security, etc

My research project deals with Performance Appraisal as carried out at SEL

MANUFACTURING INDUSTRY In this report, I have studied &evaluated the
performance appraisal process as it is carried out in the Industry

The first section of my report deals with a detailed industry profile. It includes the
industry history: its activities and operations, organizational structure, etc. This section
attempts to give detailed information about the industry and the nature of its functioning.

The second section deals with performance appraisal. In this section, I have given a brief
conceptual explanation to performance appraisal. It contains the definition, process and
significance of performance appraisal.

In the third section of my report, I have conducted a research study to evaluate the
process of performance appraisal at SEL Manfucatuting industry. This section also
contains my findings, conclusions, suggestions and feedback.

The forth and final section of this report consists of extra information that I related to the
main contents of the report. These annexure include some graphs and diagrams relating to
the industry, graphs relating to the research study and important documents upon which
the project is based.

HARDEEP KUMAR

EXECUTIVE SUMMARY

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Study at SEL Manufacturing industry on employees performance appraisal. The
objective of study was to check out Identification of the technique of performance
appraisal followed in SEL Manufacturing industry. Employee attitude towards the
present appraisal system. . The study was commenced by getting familiarized
with the various hr departments of the banks. Understanding the different hr
programmes carried out in the SEL manufacturing Industry.
The entire populations constituting 20 respondents were taken as the subjects for
the study. The collected data from the employees through a questionnaire and
these data were analyzed and interpreted using charts. The major findings
include the performance appraisal of employees with respect to their working
environment.

CONTENTS

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CHAPTERS CONTENTS PAGE NO.

1 Introduction

1.1 Performance appraisal

1.2 Industry profile
1.3 SEL Manfucaturing Industry

2 Review of Literature 59-62

3 Research Methodology 63-67
4 Data Analysis and Interpretation 68-82
5 Findings 83-84
6 Suggestion 85-86

7 Conclusion 87-88

8 Annexure 89-97
Bibliography
Questionnaire

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 INTRODUCTION

TO

PERFORMANCE
APPRAISAL

7
 INTRODUCTION

Performance appraisal is the process of obtaining, analyzing

and recording information about relative worth of an employee.
The focus of the performance appraisal is measure improving
the actual performance of the employee and also the future
potential of the employee. Its aim is to measure what an
employee does.

According to Flippo, a prominent personality in the field of

Human resources, performance appraisal is the systematic,
periodic and an impartial rating of an employees excellence in
the matters pertaining to his present job and his potential for a
better job." Performance appraisal is a systematic way of
reviewing and assessing the performance of an employee during
a given period of time and planning for his future.

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 OBJECTIVES OF Performance appraisal:

To review the performance of the employees over a given period of

time.

To judge the gap between the actual and the desired performance.

To help the management in exercising organizational control.

Helps to strengthen the relationship and communication between

superior subordinates and management employees.

To diagnose the strengths and weaknesses of the individuals so as

to identify the training and development needs of the future.

To provide feedback to the employees regarding their past

performance.

Provide information to assist in the other personal decisions in the

organization.

Provide clarity of the expectations and responsibilities of the

functions to be performed by the employees.

To judge the effectiveness of the other human resource functions

of the organization such as recruitment, selection, training and
development.

To reduce the grievances of the employees.

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 Process of Performance Appraisal

ESTABLISHING PERFPRMANCE STANDARD

The first step in the process of performance appraisal is the setting up of the
standards which will be used to as the base to compare the actual performance
of the employees. This step requires setting the criteria to judge the performance
of the employees as successful or unsuccessful and the degrees of their
contribution to the organizational goals and objectives. The standards set should
be clear, easily understandable and in measurable terms. In case the
performance of the employee cannot be measured, great care should be taken to
describe the standards.

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the

standards to all the employees of the organization. The employees should be
informed and the standards should be clearly explained to the. This will help
them to understand their roles and to know what exactly is expected from them.
The standards should also be communicated to the appraisers or the evaluators
and if required, the standards can also be modified at this stage itself according
to the relevant feedback from the employees or the evaluators.

MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the Performance appraisal process is measuring the
actual performance of the employees that is the work done by the employees
during the specified period of time. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires the careful
selection of the appropriate techniques of measurement, taking care that
personal bias does not affect the outcome of the process and providing
assistance rather than interfering in an employees work.

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COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE
The actual performance is compared with the desired or the standard
performance. The comparison tells the deviations in the performance of the
employees from the standards set. The result can show the actual performance
being more than the desired performance or, the actual performance being less
than the desired performance depicting a negative deviation in the organizational
performance. It includes recalling, evaluating and analysis of data related to the
employees performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees
on one-to-one basis. The focus of this discussion is on communication and
listening. The results, the problems and the possible solutions are discussed with
the aim of problem solving and reaching consensus. The feedback should be
given with a positive attitude as this can have an effect on the employees future
performance.

DECISION MAKING

The last step of the process is to take decisions which can be taken either to
improve the performance of the employees, take the required corrective actions,
or the related HR decisions like rewards, promotions, demotions, transfers etc.

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 Traditional Methods of
Performance Appraisal

1. ESSAY APPRAISAL METHOD

This traditional form of appraisal, also known as Free Form method

involves a description of the performance of an employee by his superior. The
description is an evaluation of the performance of any individual based on the
facts and often includes examples and evidences to support the information. A
major drawback of the method is the inseparability of the bias of the evaluator

2. STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques of performance
appraisal. In this method, the appraiser ranks the employees from the best to the
poorest on the basis of their overall performance. It is quite useful for a
comparative evaluation.

3. PAIRED COMPARISON

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 A better technique of comparison than the straight ranking method, this
method compares each employee with all others in the group, one at a time. After
all the comparisons on the basis of the overall comparisons, the employees are
given the final rankings.

4. CRITICAL INCIDENTS METHODS

In this method of Performance appraisal, the evaluator rates the
employee on the basis of critical events and how the employee behaved during
those incidents. It includes both negative and positive points. The drawback of
this method is that the supervisor has to note down the critical incidents and the
employee behavior as and when they occur.

5. FIELD REVIEW

In this method, a senior member of the HR department or a training

officer discusses and interviews the supervisors to evaluate and rate their
respective subordinates. A major drawback of this method is that it is a very time
consuming method. But this method helps to reduce the superiors personal bias.

6. CHECKLIST METHOD
The rater is given a checklist of the descriptions of the behavior of the
employees on job. The checklist contains a list of statements on the basis of
which the rater describes the on the job performance of the employees.

7. GRAPHIC RATING SCALE

In this method, an employees quality and quantity of work is assessed
in a graphic scale indicating different degrees of a particular trait. The factors
taken into consideration include both the personal characteristics and
characteristics related to the on-the-job performance of the employees. For
example a trait like Job Knowledge may be judged on the range of average,
above average, outstanding or unsatisfactory.

8. FORCED DISTRIBUTION

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 To eliminate the element of bias from the raters ratings, the evaluator
is asked to distribute the employees in some fixed categories of ratings like on a
normal distribution curve. The rater chooses the appropriate fit for the categories
on his own discretion.

Modern-Method
1. ASSESSMENT CENTRES

An assessment center typically involves the use of methods

like social/informal events, tests and exercises, assignments being given
to a group of employees to assess their competencies to take higher
responsibilities in the future. Generally, employees are given an
assignment similar to the job they would be expected to perform if
promoted. The trained evaluators observe and evaluate employees as
they perform the assigned jobs and are evaluated on job related
characteristics.

The major competencies that are judged in assessment centre are

interpersonal skills, intellectual capability, planning and organizing
capabilities, motivation, career orientation etc. assessment centre are also
an effective way to determine the training and development needs of the
targeted employees.

2. BEHAVIORALLY ANCHORED RATING SCALES

Behaviorally Anchored Rating Scales (BARS) is a relatively

new technique which combines the graphic rating scale and critical
incidents method. It consists of predetermined critical areas of job
performance or sets of behavioral statements describing important job
performance qualities as good or bad (for e.g. the qualities like inter-
personal relationships, adaptability and reliability, job knowledge etc).
These statements are developed from critical incidents.

3. HUMAN RESOURCE ACCOUNTING METHOD

Human resources are valuable assets for every organization.

Human resource accounting method tries to find the relative worth of
these assets in the terms of money. In this method the Performance

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 appraisal of the employees is judged in terms of cost and contribution of
the employees. The cost of employees include all the expenses incurred
on them like their compensation, recruitment and selection costs,
induction and training costs etc whereas their contribution includes the
total value added (in monetary terms).

360 DEGREE PERFORMANCE

APPRAISALS
360 degree feedback, also known as 'multi-rater feedback', is the most
comprehensive appraisal where the feedback about the employees
performance comes from all the sources that come in contact with the
employee on his job.

360 degree respondents for an employee can be his/her peers, managers

(i.e. superior), subordinates, team members, customers, suppliers/
vendors - anyone who comes into contact with the employee and can
provide valuable insights and information or feedback regarding the on-
the-job performance of the employee.

360 degree appraisal has four integral components:

1. Self appraisal

2. Superiors appraisal

3. Subordinates appraisal

4. Peer appraisal.

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 Self-appraisal gives a chance to the employee to look at his/her strengths
and weaknesses, his achievements, and judge his own performance.
Superiors appraisal forms the traditional part of the 360 degree appraisal
where the employees responsibilities and actual performance is rated by
the superior.

Self assessment is an indispensable part of 360 degree appraisals and

therefore 360 degree Performance appraisal have high employee
involvement and also have the strongest impact on behavior and
performance. It provides a "360-degree review" of the employees
performance and is considered to be one of the most credible
performance appraisal methods.

360 degree appraisal is also a powerful developmental tool because when

conducted at regular intervals (say yearly) it helps to keep a track of the
changes others perceptions about the employees. A 360 degree appraisal
is generally found more suitable for the managers as it helps to assess
their leadership and managing styles. This technique is being effectively
used across the globe for performance appraisals. Some of the
organizations following it are Wipro, Infosys, and Reliance Industries etc.

M.B.O Method

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The concept of Management by Objectives (MBO) was first given by Peter
Drunker in 1954. It can be defined as a process whereby the employees and the
superiors come together to identify common goals, the employees set their goals
to be achieved, the standards to be taken as the criteria for measurement of their
performance and contribution and deciding the course of action to be followed.
The essence of MBO is participative goal setting, choosing course of actions and
decision making. An important part of the MBO is the measurement and the
comparison of the employee actual performance with the comparison of the
employee actual performance with the standards set.

THE MBO PROCESS

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Purpose of Performance Appraisal
Performance Appraisal is being practiced in 90% of the organisations
worldwide. Self-appraisal and potential appraisal also form a part of the
performance appraisal processes.

Typically, Performance Appraisal is aimed at:

to review the performance of the employees over a given period of

time.

to judge the gap between the actual and the desired performance.

to help the management in exercising organizational control.

to diagnose the training and development needs of the future.

Provide information to assist in the HR decisions like promotions, transfers

etc.

Provide clarity of the expectations and responsibilities of the functions to

be performed by the employees.

To judge the effectiveness of the other human resource functions of the

organization such as recruitment, selection, training and development.

To reduce the grievances of the employees.

Helps to strengthen the relationship and communication between superior

subordinates and management employees.

Approaches to Performance Development

Performance appraisal - Traditional approach

Traditionally, performance appraisal has been used as just a method for

determining and justifying the salaries of the employees. Than it began to
be used a tool for determining rewards (a rise in the pay) and punishments
(a cut in the pay) for the past performance of the employees.

This approach was a past oriented approach which focused only on the
past performance of the employees i.e. during a past specified period of
time. This approach did not consider the developmental aspects of the
employee performance i.e. his training and development needs or career

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 developmental possibilities. The primary concern of the traditional
approach is to judge the performance of the organization as a whole by
the past performances of its employees.

Therefore, this approach is also called as the overall approach. In 1950s the
performance appraisal was recognized as a complete system in itself and the
Modern Approach to performance appraisal was developed.

Performance appraisal - Modern approach

The modern approach to performance development has made the

performance appraisal process more formal and structured. Now, the
performance appraisal is taken as a tool to identify better performing employees
from others, employees training needs, career development paths, rewards and
bonuses and their promotions to the next levels.

Challenges of Performance Appraisal

In order to make a performance appraisal system effective and successful, an
organization comes across various challenges and problems. The main
challenges involved in the performance appraisal process are:

Determining the evaluation criteria

Identification of the appraisal criteria is one of the biggest problems

faced by the top management. The performance data to be
considered for evaluation should be carefully selected. For the
purpose of evaluation, the criteria selected should be in quantifiable
or measurable terms.

Create a rating instrument

The purpose of the Performance appraisal process is to judge the

performance of the employees rather than the employee. The focus
of the system should be on the development of the employees of
the organization.

Lack of competence

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 Top management should choose the raters or the evaluators carefully.
They should have the required expertise and the knowledge to decide
the criteria accurately. They should have the experience and the
necessary training to carry out the appraisal process objectively.

Errors in rating and evaluation

Many errors based on the personal bias like stereotyping, halo effect
(i.e. one trait influencing the evaluators rating for all other traits) etc.
may creep in the appraisal process. Therefore the rater should
exercise objectivity and fairness in evaluating and rating the
performance of the employees.

INDUSTRY PROFILE

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 Introduction
to
SEL Manufacturing

21
 RESEARCH
METHOLODOGY
Type Of Data Used:

The data used for this research was the primary data. Since sample
size selected was small so it was convenient to use primary data as
compared to Secondary data.

Procedure and Mode of Data Collection

Data is collected with the help of questionnaire and the mode of

data collection is personal field survey.

Sampling Unit And Element

Sampling unit and element for this particular study are the
same.

Sample Size:
Sample size for this research is 20 that means 20 people from Roper has filled the .
Sample size used was only fifty because of time constraint.

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 Objective

To carry out the study of SEL Manufacturing co. ltd. we framed the following

objectives:

1. To. Identify the techniques of performance appraisal followed in

Manufacturing co. ltd

2. To study Employee attitude towards the present appraisal system.

3. To know the extent of effectiveness of appraisal system

4. To provide suggestions & recommendations from the study conducted

5 To identify and know the area for improvement system

Limitation
A few limitations and constraints came in way of conducting the

present study, under which the researcher had to work are as follows:

1) Although all attempts were made to make this an objective

study, biases on the part of respondents might have resulted in
some subjectivity.

2) Though, no effort was spared to make the study most accurate

and useful, the sample Size selected for the same may not be the
true representative of the bank, resulting in biased results.

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 DATA ANALYSIS &
INTERPRETATION
Q: 1 How do you find the present the appraisal system?

how do you find the present

the appraisal system No. of respondent percentage
Fully satisfied
5 25%
satisfied
8 40%

Cant say 4 20%

Dissatisfied
3 15%

INTERPRETATION
.The graph shows that25% employees of the SEL Manufacturing co. ltd. were fully
satisfied with the present appraisal system. The 40% employees of the SEL
Manufacturing co. ltd. were satisfied with the present appraisal system. The 20%
employees of the SEL Manufacturing co. ltd. were give the answer that they cant say

24
anything adout the present appraisal system. The15% employees of the SEL
Manufacturing co. ltd. were dissatisfied with the present appraisal system.

Q2: How often the performance appraisal is done?

How often the performance

appraisal is done No. of respondent percentage

Fortnightly 4 20%

monthly 6 30%

six monthly 4 20%

annually 3 15%

not fixed 3 15%

INTERPRETATION
The graph shows that 4 employees say that the performance appraisal is done fortnightly.
The 6 employees say that the performance appraisal is done monthly. The 4 employees
say that the performance appraisal is done six month. The 3 employees say that the
performance appraisal is done annually. . The 3 employees say that the performance
appraisal is not fixed.

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 Q3: Who appraises you?

Who appraises you No. of respondent percentage

Appraisal committee 6 30%

supervisor 9 45%

self appraisal 5 25%

INTERPRETATION

The graph shows that 6 employees say that the performance appraisal is done through the
appraisal committee. The9 employees say that the performance appraisal is done by the
supervisor. The 5 employee says that the performance appraisal is done by self appraisal
method.

Q 4: What method is used for performance

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 appraisal?

what method is used for

performance appraisal No. of respondent percentage

Traditional 0 0%

Modern 20 10 0%

INTERPRETATION

The employees say that the Industry management uses the modern method for the
performance appraisal of the employees

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Q 5: If modern method than which one?

If modern method than which

one No. of respondent Percentage

Mbo 20 100%

360 degree 0 0%
behaviorally anchored rating
scales 0 0%
Human resource accounting
method 0 0%

INTERPRETATION
The employees say that the Industry management uses the management by
objective method for the performance appraisal of the employees

Q6: In your opinion does it identify the

training need?

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 In your opinion does it identify
the training need No. of respondent percentage

To large extent 7 35%

To some extent 5 25%

Cant say 5 25%

Not at all 3 15%

INTERPRETATION
The graph shows that 35% employees say that it identify the training need to large extent.
The25% employees say that it identifies the training need to some extent. The 25%
employees told that they cant say anything about it. The remaining 15% says it need not
at all.

Q7: Does the appraisal system help in

polishing the skill or performance area?

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 Does the appraisal system help
in polishing the skill or
performance area No .of respondents percentage

To large extent 9 45%

To some extent 7 35%

Cant say 4 20%

INTERPRETATION
The graph shows that 45%employees says that system help in polishing the skill or
performance area to large extent. The 35% employees says that system help in polishing
the skill or performance area to some extent. The remaining 20% employees tell that they
cant say anything about it.

Q 8: Does performance appraisal leads to

identification of hidden potential of the
employees?

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 Does performance
appraisal leads to
identification of hidden
potential of the employees?
No .of respondents percentage

To large extent 9 45%

To some extent 7 35%

Cant say 4 20%

INTERPRETATION
The graph shows that 45% employees say that system leads to identification of hidden
potential of the employees to large extent. The 35%employees say that system leads to
identification of hidden potential of the employees to some extent. The remaining
20%employees tell that they cant say anything about it.

Q 9: Do the employees get the feedback of

performance appraisal ?

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Do the employees get the
feedback of performance
appraisal? No .of respondents Percentage

Almost always 12 50%

Often 4 20%

Only when required 4 20%

Rarely 2 10%

Never 0 0%

INTERPRETATION
The graph shows that 50%employees say that they get almost always the feedback of
performance appraisal. The 20% employees say that they get often the feedback of
performance appraisal. The 20employees say that they get the feedback only when
required. . The 10%employees say that they get the feedback rarely.

Q 10: Is the employees sent to training if the

employee performance is average and below
average?
Is the employees sent to training
if the employee performance is
No. of respondent
average and below average? percentage

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 Yes 20 100%

0%
No 0

INTERPRETATION
The employees say that the employee whose performance
is average and below average sent to training.

Q 11: Do the employees get the feedback of

performance appraisal after this step?
Do the employees get the feedback
of performance appraisal after this
step? No .of respondents Percentage

Yes 20 100%

No 0 0%

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INTERPRETATION
The graph show that all employees get feedback after this step.

Q 12: How do you rate the over all

assessment of performance appraisal?
How do you rate the overall
assessment of performance
appraisal? No .of respondents Percentage

Out standing 5 25%

Good 9 45%

average 4 20%

Below average 2 10%

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INTERPRETATION
The graph shows that the overall assessment of performance appraisal 25% employees is
outstanding. The overall assessment of performance appraisal 45%employees is good The
overall assessment of performance appraisal 20%employees is average. The overall
assessment of performance appraisal 10% employees is below average.

Q 13 Is the promotional policy linked with

the performance appraisal system?

Is the promotional policy linked

with the performance appraisal
system No .of respondents Percentage

Yes 20 100%

No 0 0%

Cant say 0 0%

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INTERPRETATION
The graph shows that all employees say yes that the promotional policy is linked with the
performance appraisal system. The employees are promoted on account of their
performance of work and duties.

FINDINGS

After going through the entire project and the collected data, some findings
have been extracted as:

Most employees are appraised between six month only. Few employees
are appraised after one year.
30% employees are appraised by the appraisal committee. 45%
employees are appraised by their supervisor
25% employees are fully satisfied and 40% employees are satisfied with
the present appraisal system.20% employees says that they cant say

36
 anything about it. Rests are not satisfied with the present appraisal
system.
The bank used the modern method for performance appraisal. The bank
uses the m.b.o method.
35% employees say that the appraisal system help to identify the training
need to large extent and 25% employees says that the appraisal system
help to identify the training need to some extent. 25% employees say that
they cant say anything about it.
Most employees say that it helps in polishing the hidden skills of the
employees.
Most of the employees get the feedback always almost.
Employees are sent to the training, if their performance is average.
Employees get the feedback after that training.
The promotion policy is linked with the performance appraisal.

SUGGESTIONS
The study undertaken brings some interesting result.

It is proposed that appraisal evaluated on above factor

be given suitable remarks for being given different
quantitative grade.

It should be noted that the appraisal form for each job

position should be different as each job has different
knowledge and skill requirements. There should not be
a common appraisal form for every job position in the
organization.

37
 The time period for conducting the appraisal should be
revised, so that the exercise becomes a continuous
phenomenon.

The job and role expected from the employees should

be decided well in advance and that too with the
consensus with them.

A neutral panel of people should do the appraisal and to

avoid subjectivity to a marked extent, objective
methods should be employed having quantifiable data.

Performance appraisal system should be made more

transparent and rationale.

CONCLUSION

CONCLUSIONS

The analysis and interpretation of data on study of

performance appraisal and its effectiveness in an
organization led to the following conclusions:

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 In the organization the employees are satisfied
with the present performance appraisal system.
There are few employees who are not satisfied
and cant say anything about it.
The employees performance is viewed on
monthly base. There are few employees whose
performance is viewed annually and for some
others review time is not fixed.
The most employees say that it help in
identification of the training need and in
polishing the skill of the employees.
The bank uses the modern method for the
performance appraisal of the employees.
The bank gives the feedback to the employees
almost always on the base of their performance.
If the employees performance is average and
below average the bank provide training, job
rotation and counseling to improve their
performance.
Overall employees are satisfied with the present
performance appraisal system.

BIBLIOGRAPHY

39
BIBLIOGRAPHY

Reference Books
Aswathappa.k Human Resource and Personal
Management Text and Cases Tata McGraw-Hill
Publishing Company limited Edition 2005

Decenzo.David.A Robbins Stephen p Human

Resources Management Prentice Hall of India Private
Limited Edition 2002

Ghosh Biswanath Human Resource Development

Management Vikas Publishing House Private Limited
Edition 2006

Rao V.S.P Human Resource Management Excel

Books Edition 2007

40
 QUESTIONNARIE

Questionnaire

Name:

Contact no:

Sex:

Q: 1) how do you find the present the appraisal system?

a) Fully satisfied b) satisfied

c) Cant say d) dissatisfied

Q 2) how often the performance appraisal is done

a) Fortnightly b) monthly c) six monthly

d) annually e) not fixed

Q3) who appraises you?

a) Appraisal committee b) your immediate supervisor c) self appraisal

Q 4) what method is used for performance appraisal?

a) Traditional method b) modern method

Q 5) If modern method than which one?

a) Management by objective b) 360 degree

41
 c) Behaviorally anchored rating scales d) Human resource accounting method

Q 6) If traditional method than which one?

a) Essay appraisal method b) straight ranking method

c) Paired comparison d) graphic rating scale

Q 7) In your opinion does it identify the training need?

a) To large extent b) to some extent

c) Cant say d) not at all

Q 8) does the appraisal system help in polishing the skill or performance area?

a) To large extent b) to some extent c) cant say

Q 9) Does performance appraisal leads to identification of hidden potential of the

employees

a) To large extent b to some extent c cant say

Q 10) Do the employees get the feedback of performance appraisal?

A) Yes every time b) often, but not always c) only when required

Q 11) Is the employee sent to training if the employee performance is average

and below average?

a) Yes b) no

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Q12) Do the employees get the feedback of performance appraisal after this step?

a) Yes b) no

Q13) How do you rate the overall assessment of performance appraisal?

a) Out standing b) very good c) good

d) Satisfactory e) poor

Q14) Is the promotional policy linked with the performance appraisal system?

a) Yes b) no c) cant say

43