A STUDY ON EMPLOYEES EXPECTATIONS ON PERFORMANCE APPRAISAL AT

GRT REGENCY
ABOUT THE STUDY
A performance appraisal, employee appraisal, performance review, or (career) development
discussion is a method by which the job performance of an employee is evaluated (generally
in terms of quality, quantity, cost, and time)typically by the corresponding manager or
supervisor

performance

appraisal

is

apart

of

guiding

and

managing

career

development. It is the process of obtaining, analyzing, and recording information

about the relative worth of an employee to the organization. Performance appraisal is
an analysis of an employee's recent successes and failures, personal strengths and
weaknesses, and suitability for promotion or further training. It is also the judgment of an
employee's performance in a job based on considerations other than productivity alone.
Importance of Performance Appraisal
Performance appraisals provide employees and managers with opportunities to discuss
areas in which employees excel and those in which employees need improvement. Performance
appraisals should be conducted on a regular basis, and they need not be directly attached to
promotion opportunities.
Personal Attention
During a performance appraisal review, a supervisor and an employee discuss the employee's
strengths and weaknesses. This gives the employee individual face time with the supervisor and a
chance to address personal concerns.
Feedback
Employees need to know when their job duties are being fulfilled and when there are issues with
their work performance. Managers should schedule this communication on a regular basis.

Career Path
Performance appraisals allow employees and supervisors to discuss goals that must be met to
advance within the company. This can include identifying skills that must be acquired, areas in
which one must improve, and educational courses that must be completed.
Employee Accountability
When employees know there will be regularly scheduled evaluations, they realize that they are
accountable for their job performance.
Communicate Divisional and Company Goals
Besides communicating employees' individual goals, employee appraisals provide the
opportunity for managers to explain organizational goals and the ways in which employees can
participate in the achievement of those goals.
Process of Performance Appraisal
ESTABLISHING PERFORMANCE STANDARDS
The first step in the process of performance appraisal is the setting up of the standards 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.
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 them. This will help them to understand their roles and to know what exactly
is expected from them.
MEASURING THE ACTUAL PERFORMANCE
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.
2

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. 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.
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.
Traditional Performance Appraisal

The history of performance appraisal is quite brief. Its roots in the early 20th century can
be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the
same may be said about almost everything in the field of modern human resources management.
During the First World War, appraisals concept was adopted by US army which was in the form
of merit rating. It was man-to-man rating system for evaluation of military personnel. From the
army this concept entered the business field and was restricted to hourly-paid workers. During
1920s, relational wage structures for hourly - paid workers were adopted in industrial units and
each worker was used to be rated in comparison to other for determining wages rates. This
system was called merit rating.
The process was firmly linked to material outcomes. If an employee's performance was
found to be less than ideal, a cut in pay would follow. On the other hand, if their performance
was

better

than

the

supervisor

expected,

pay

rise

was

in

order.

Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt
that a cut in pay, or a rise, should provide the only required impetus for an employee to either
improve or continue to perform well. Sometimes this basic system succeeded in getting the
results that were intended; but more often than not, it failed.
3

For example, early motivational researchers were aware that different people with
roughly equal work abilities could be paid the same amount of money and yet have quite
different levels of motivation and performance. These observations were confirmed in empirical
studies. Pay rates were important, yes; but they were not the only element that had an impact on
employee performance. It was found that other issues, such as morale and self-esteem, could also
have a major influence.
As a result, the traditional emphasis on reward outcomes was progressively rejected. In
the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and
development was gradually recognized. The general model of performance appraisal, as it is
known today, began from that time.
Modern Appraisal
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or semiannual), in which the work performance of the subordinate is examined and discussed, with a
view to identifying weaknesses and strengths as well as opportunities for improvement and skills
development.
In many organizations - but not all - appraisal results are used, either directly or indirectly, to
help determine reward outcomes. That is, the appraisal results are used to identify the better
performing employees who should get the majority of available merit pay increases, bonuses,
and promotions.
By the same token, appraisal results are used to identify the poorer performers who may
require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay.
(Organizations need to be aware of laws in their country that might restrict their capacity to
dismiss employees or decrease pay.) Whether this is an appropriate use of performance appraisal
- the assignment and justification of rewards and penalties - is a very uncertain and contentious
matter.

360 Degree Performance Appraisals

360 degree feedback , also known as 'multi-rater feedback', is the most comprehensive apprais al
w here th e feedba ck about the e mp lo ye es perfor ma nce comes fro m al l the
s o u r c e s t h a t c o m e i n c o n t a c t w i t h t h e e m p l o y e e o n h i s j o b . 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)
2)
3)
4)

Self Appraisal
Superiors Appraisal
Subordinate Appraisal
Peer Appraisal

Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses,
his ach ieve me nts , and j udge his ow n performanc e.
S uperior s apprais a l for ms the tradit ional part of the 360 degree performance
appraisal w here th e e mplo yee s res pons ibili ties and actua l perfor ma nce is rated
b y the s uperior.
S ubordinat es apprais al gives a chan ce to judge th e e mplo yee on th e
para meters lik e communication and motivating abilities, superiors ability to delegate the
work, leadership qualities etc. Also known as internal customers, the correct feedback given by
peers can help to find employees abilities to work n a team, co-operation and sensitivity towards
others
360 degree performance 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.

COMPANY PROFILE
5

GRT Group
GRT Hotels & Resorts is promoted by G R Thanga Maligai, South India's leading jewelers. G.R.
Thanga Maligai, popularly known as GRT, has for over 4 decades been a treasure house of the
finest jewellery. Established in 1964 by Mr. G. Rajendran, GRT has since been at the forefront of
the jewellery industry in South India. His sons, Mr. Ananthapadmanabhan and Mr.
Radhakrishnan

have

taken

up

the

mantle

and

followed

in

his

footsteps.

With an elegant 12,000 sq ft showroom GRT Jewellers displays the widest and most beautiful
range of jewellery. The showroom consists of four floors dedicated to gold, an exclusive
diamond showroom which is a first in India, and one entire floor for silverware. With something
for everyone, GRT Jewellers caters to a wide variety of customers, many of whom come from
afar. GRT, having diversified into the hospitality industry, currently runs properties in Chennai,
Madurai, Pondicherry, Mamallapuram, Kanchipuram, Yercaud, Tuticorin, Salem and Vellore
offering a complete end to end hospitality solution for both business and leisure.

The Promise of More

To bring alive the GRT "promise of more", our corporate identity is formed by three
golden circles. They suggest infinity, fluidity, and a willingness to encompass change, while the
intensifying hues of gold symbolize the warmth that is the hallmark of GRT.
Most fine hospitality groups will provide you with impeccable service, luxurious
comfort, delicious cuisine, and a host of amenities to make your stay with them perfect. You
won't miss any of these at GRT. What will come as a pleasant surprise though, is a variety of
little touches that can't be billed, or advertised, or featured on a menu.

The more we aim to please, the more you begin to expect of us. The more you expect of
us, the more we strive to make you happy. The thoughtful little gestures that make you feel truly
6

welcome. The unexpected little treats that come from viewing hospitality as more than a
business. What we've come to call - the promise of more.

GRT Academy
The GRT Hospitality Academy trains with a focus on producing multi tasking hospitality
professionals for the hotel industry. The Academy offers two programs a one year proficiency
certificate in Hospitality Operations and a two year diploma program in Hospitality Operations.
These two programs are detached from commercial interests.
Both the programs have a strong accent on inculcating practical skills to the students, and
hence the program is structured in such a manner that the theory and practical orientation share
an equal space in the syllabus. This enables students to confidently start their career upon
completion of the course. The structured norm for every student to qualify and procure the
certificate is that he or she proves endurance and professional acumen by completing the one
year observation period at the hotels.
Besides the Academys involvement in the above programs, it is actively involved in
rolling out and assisting the groups endeavour in creating undiluted professional training
platform for all its hotels. The detailed interventions of the Academy could be found evident in
the below snippets.
Hotel pre-opening orientation training is one of the training leads of the Academy. The
Academy offers a capsule training for MBAs who aspire to become hospitality professionals in
the Sales & Marketing division. This intervention has paved way for those aspirants to shape
themselves better for the ever demanding expectations of the industry. e learning, being the
norm of learning of the day, the group has invested in this platform of learning methodology. The
Academy coordinates for the content development of the same.

IRIS

Intensive Reinforcement of Inducted Supervisors. A three day program exclusively for

enabling supervisory how to deliver better at workplace and manage their new assignment. A
conglomerate of fifteen facilitators are involved to touch on different aspects of hospitality
supervision.
Capstone
A two day managerial development workshop which is filled with activity based learning.
This program acts as a catalyst in building good team spirit. A refreshing camp of two days for
managers to get back with vigour, enthusiasm and a different school of thought.
CII
The Academy also works in close quarters with Confederation of Indian Industry and was
instrumental in groups procurement in the top ten employers for recognizing and providing
opportunities for rural youth. The award was given by Government of Tamil Nadu.
Alchemy
Bond to witness a new you, witness a new world incubated by you.
Alchemy is a team building endeavour orchestrated with an out bound training initiative.
The Academy located at T.Nagar, Chennai, is a place visited by the operational mangers from
the groups hotels for the benefit of the students to get a real time experiential learning of the
hospitality world.

About GRT Regency Sameera

The latest addition to our fleet of luxury hotels, the GRT Regency Sameera in Vellore is a
compact, ultra-modern hotel, ideal for the discerning business and leisure traveler.

Located on NH 46, the Chennai - Bangalore highway, it is well connected to major

business centers in South India including Pondicherry, Salem, Kanchipuram, Chennai and
8

Bangalore. The closest railway station is the busy Katpadi junction, just a few kilometres away.
The hotel is also within close proximity to Ranipet, Christian Medical College and the reputed
VIT.

Accomodation
This brand new hotel offers 50 well-appointed, air-conditioned rooms, 24 hour hot and cold
running water, high speed wi-fi internet connectivity, LCD TV, satellite transmission, tea/coffee
maker, mini-refrigerator, in room safe deposit locker, laundry and doctor on call.
Other facilities at the hotel include a contemporary business centre, boardroom, fitness
centre, travel desk and foreign exchange. Specially appointed rooms for women travellers are
also available.

Superior room

Comfortable, spacious and modern, our Superior Rooms come with either twin beds or a king
size one. The room tariff includes a complimentary buffet breakfast at our restaurant, Gingee.
Additional in-room facilities include an LCD television, coffee/tea maker and a minibar.

Deluxe room
Elegant and premium, our luxuriously appointed deluxe rooms come with a lavish king size
bed. The room tariff includes a complimentary buffet breakfast at our restaurant, Gingee.
Additional in-room facilities include wi-fi internet connectivity, LCD television, coffee maker,
bathtub, minibar and a safety deposit locker.

Wine and Dine

At GRT Regency you get to enjoy and experience the finest of Indian and Continental
cuisine. Serving a wide variety of vegetarian and non-vegetarian fares our restaurants give you
the best in dining in an entertaining ambience.

Banquets
9

Offering the best in residential and non-residential banquet and conferencing facilities,
the GRT Regency Sameera comes with 3 fully-equipped banquet halls and seminar rooms, each
capable of seating 20 guests to 120 guests. In keeping with the GRT corporate credo of The
Promise of More, the hotel also provides a state of the art, completely furnished and equipped
boardroom, ideal for business presentations and meetings.
The GRT Regency Sameera is the perfect location to host interviews, seminars, weddings
and parties with our well-trained service staff and modern facilities such as wi-fi connectivity,
LCD projector, DVD/CD player and other conference facilities on demand.
Class

Property Name

Sq ft

Theatre Style

U Shape

Sameera

1026

125

30

30

Sameera 1

513

30

15

15

Sameera 2

513

30

15

15

Arcot

968

60

30

30

Facilities

10

Room

Disposable warm or chilled towel on arrival

24-hour fax / email + Secretarial

Service

Welcome drink served on arrival at the

reception

Currency Exchange

Wi-Fi enabled - complimentary

Travel Desk

Round the clock room service

24-hour coffee shop NH-46

Espresso

In-room Minibar

Multi-cuisine restaurant Gingee

3 Banquet Rooms + 1 Board

In-room safe deposit lockers

Laundry / Dry cleaning

Doctor on call

Ample Car Parking

Fully equipped Business Centre

Iron box & Iron Board on request

Hair Dryer on request

Room

Contact
GRT Regency Sameera
145, Green Circle, New By-pass Road
Vellore 632 004.
Tamil Nadu, India
Phone: +91 416 2206466 ; Fax: +91 416 2206477
E-mail:reservationsvlr@grtregency.com
11

OBJECTIVES OF THE STUDY

To find out the expectation of the employees in GRT Regency on introducing

Performance Appraisal.
To know the method of Performance Appraisal system in which employees expecting.
To study the form of reward in which employees are interested.
To study the interest and involvement of an employee towards Performance Appraisal.
To get an insight into the relative importance of Performance Appraisal in GRT Regency.

SCOPE OF THE STUDY

Expectation of employees towards Performance Appraisal is studied to analyze whether the
employees are interested in evaluating their performance under the control of management, so
that it reflects job knowledge, quality and quantity of output, initiative, leadership abilities,
supervision and cooperation of an individual.

LIMITATIONS OF THE STUDY

Some of the workers are uneducated and illiterate, so the researcher had to spend a lot of
time in explaining the questionnaire.
Getting questionnaires filled from employees is too difficult. Because they were too busy
with the work.
It was very difficult to collect the data as the respondents were not very cooperative.
Due to lack of time the sample size was limited to 25 only.
The respondents out of fear constraint towards management were not willing to give
correct and frank information.

12

REVIEW OF LITERATURE
The amount of research regarding the topic Performance Appraisal is so vast. The topic is
literally not new; it is as old as the formation of the organizations. Before the early 1980s, majority of
theoretical studies emphasized on revamping the rating system within the organization. The actions were
a great thing to reduce the chaotic of employees performance appraisal (Feldman, 1981). With the
passage of the time the methods and rating system among the employees got enhanced and received an
immense appreciation and attentions of the managers.
Behavioral Observation Scale (BOS) is one of the best techniques utilized by the managers to arte
the employees. The dilemma was on the peak in the 1960s and 1970s. In the same period couple of new
innovated rating scales were introduced, which was Behaviorally Anchored Rating Scale (BARS) and the
Mixed Standard Scale (MSS). The innovations were dominant one which condensed the errors and
improved the observation skills from the performance appraisal practice. According to the research of
Arvey and Murphy (1998), there were hundreds of thousands of researches had been taken place between
the periods of 1950 to 1980, which merely focused on the different types of rating scales. Landy and Farr
(1980) reviewed and researched the methods of performance appraisal in totally a different manner, in
which they understand the rater and process in an organizational context. Other Performance appraisal
reports include the rater characteristics in their report like race, gender and likeability.
After the year 1980 the biasness among the performance appraisal system occurred outrageously
and appraisal had been granted on the favoritism or race and gender basis rather examined the knowledge,
skills and style of the work of the employee. The accuracy criteria among the performance appraisal
system clutched its grip in the start of the 1980s, where the researches were emphasized on common
psychometric biases which include the diversified rating errors like leniency, central tendency and halo,
which were termed as rating errors in the appraisal method. It has been observed that the bias free
appraisals were inevitably true or more precisely we can say more accurate, but the concept was totally
refused by the research of Hulin in 1982. According to them the biasfree appraisals were not necessarily
accurate (Murphy & Balzer, 1989).

13

Researches which had been done in the year 1980 were found the most dominating one which
contributed the appraisal system in a great deal. The researches of the1980 also helped out to clarify some
presumed assumptions regarding the performance appraisal, just like the work of Murphy (1982).
Research has included the measure of employee attitudes towards the system of performance
appraisal and its acceptance (Roberts, 1990). Bernardian and Beatty (1984), suggested in their research
that behavioral and attitudinal kinds of measure ultimately prove to be better anticipator as compared with
the traditional psychometric variables, which we have declared earlier as well, like leniency, halo and
discriminability. A Performance Appraisal system is totally ineffective in practice due to the dearth of
approval from the end users (Roberts, 1990).
According to a number of researchers, the enhanced and upgraded performance appraisal
procedure and method will enhance the satisfaction level of the employees and definitely will improve the
process of goal setting within the organization.

14

RESEARCH METHODOLOGY
The manipulation of things, concepts or symbols for the purpose of generalizing to
extend, correct or verify knowledge aids in construction of theory or in the practice of an art.
RESEARCH DESIGN
Research design is basic framework which provides guideline for the best of the research
purpose. In short research design is the plan structure and strategy of investigation conceived so
on to obtain answer to research question and to control variance.
The research design of this study is Descriptive research. The descriptive research studies are
those studies which are concerned with describing the characteristics of a particular individual,
or of a group. The studies concerned with specific predictions, with narration of facts &
characteristics concerning individual, group or situation are all examples of descriptive research
studies.
SOURCE OF DATA
PRIMARY DATA
Primary data is known as the data collected for the first time through field survey are

Questionnaire

Interview

SECONDARY DATA
Secondary data refers to the information or facts already collected are

Books

Periodicals or journals

Bibliographies
15

SAMPLING
SAMPLE DESIGN
Sample unit
The sample unit consists of Hotel industry.
Sample size
The sample size for this study is 25.
Sampling area
The sampling area is Vellore.
Sampling Technique
Simple random technique was adopted for the analysis.
TOOLS USED

Percentage
Percentage =

No. of respondents

Total No. of respondents

Tabulation
Table

Pictorial representation
Charts

16

100

DATA ANALYSIS AND INTERPRETATION

Table 1: Gender
S NO

GENDER

1
2
TOTAL

MALE
FEMALE

NO. OF

PERCENTAGE

RESPONDENTS
38
12
50

76
24
100

INTERPRETATION:

The above table reveals that 76% of the respondents are Male and 24% of the respondents are
Female.

Chart-1
80

76

70
60
50
Percentage 40
30

24

20
10
0

Male

Female
Gender

17

Table 2: Age group

NO. OF

S NO

AGE

1
2
3
TOTAL

20-25
25-30
30 ABOVE

RESPONDENTS
30
10
10
50

PERCENTAGE
60
20
20
100

INTERPRETATION:

From the above table it is inferred that 60% of the respondents are in age group of 20-25, 20% of
the respondents are in age group of 25-30 and 20% of the respondents are in age group of above
30.

Chart-2
Age of the responents
70
60

60

50
40
Percentage 30
20

20

20

25-30

30 above

10
0

20-25

Age

18

Table 3: Performance Appraisal exist in the Organization

S NO

OPTIONS

1
2
TOTAL

YES
NO

NO. OF

PERCENTAGE

RESPONDENTS
0
50
50

0
100
100

INTERPRETATION:

From the above table it is inferred that 100% of respondents agreed no appraisal system currently
exist in the Organization.
Chart-3
Performance Appraisal exist in the Organization
120

100

100
80
Percentage

60
40
20
0

Yes
0

No
Options

Table 4: Performance Appraisal system is needed in the Organization.

19

NO. OF

S NO

OPTIONS

1
2
3
4

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY

PERCENTAGE

RESPONDENTS
28
18
4
0

DISAGREE

TOTAL

56
36
8
0

50

100

INTERPRETATION:

From the above table it is inferred that 56% of the respondents strongly agreed and 36% of the
respondents are agreed that there is need Performance Appraisal in the Organization.

Chart-4
Performance Appraisal system is needed in the Organization

Percentage

60
50
40
30
20
10
0

56
36
8
0

Options

Table 5: Your need of Performance Appraisal system.

S NO

OPTIONS

NO. OF
RESPONDENTS

20

PERCENTAGE

P ERSONAL

D EVELOPMENT
O RGANIZATIONAL

D EVELOPMENT
F EEDBACK ON

PERFORMANCE

4
5
6
7
TOTAL
INTERPRETATION:

C AREER DEVELOPMENT
F INANCIAL REWARDS
ALL OF THE ABOVE
NONE OF THE ABOVE

18

36

10

20

8
4
6
0
50

16
8
12
0
100

The above table reveals that 36% of the respondents needs Self development ,20% needs Organizational
development,8% needs Feedback on performance ,16% needs Career development ,8% needs Financial
rewards, and 12% needs all.

Chart-5

Need of Performance Appraisal system.

Percentage

40
35
30
25
20
15
10
5
0

36

20

16
8

12

Options

Table 6: Your expectations of Performance Appraisal system.

S NO

OPTIONS

NO. OF
21

PERCENTAGE

PROPER GUIDANCE
TRAINING NEEDS
DEVELOPMENT

1
2
3

RESPONDENTS
8
6

16
12

18

36

18

36

50

100

NEEDS
ALL THE ABOVE
NONE OF THE

4
5

ABOVE

TOTAL

INTERPRETATION:

From the above table it is inferred that 16% of the respondents expects Proper guidance, 12% of
the respondents are expects Training, 36% of the respondents expects Development and 12% of
the respondents expects all.
Chart-6
Expectations of Performance Appraisal system.
40
35
30
25
20
15
10
5
0

36
16

36

12
0

Percentage

Options

Table 7: Performance Appraisal is encourageable to be assessed

S NO

OPTIONS

SELF

NO. OF
RESPONDENTS
18
22

PERCENTAGE
36

2
3
4
5
TOTAL

SUPERIOR
CONSULTANT
ANY OF THESE
NONE OF THESE

24
2
6
0
50

48
4
12
0
100

INTERPRETATION:

From the above table it is inferred that 36% of the respondents interested in Self appraisal, 48%
of the respondents wants Superior to appraise, 4% of the respondents wants Consultant to
appraise, and 12% of the respondents agreed with any of these mentioned.
Chart-7

Pe rformance Appraisal is e ncourage able to be asse sse d

60
50
40
30
20
10
0
Percentage

36

48

12
0

Options

Table 8: Specialized raters should evaluate the Performance.

S NO

OPTIONS

1
2
3
4

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE

NO. OF
RESPONDENTS
18
30
0
2
23

PERCENTAGE
36
60
0
4

STRONGLY

DISAGREE

TOTAL

50

100

INTERPRETATION:

From the above table it is inferred that 36% of the respondents strongly agreed and 60% of the
respondents are agreed and 4% disagreed to evaluate their performance by a specialized raters.

Evaluation of the Performance

Percentage

70
60
50
40
30
20
10
0

60
36
4
0

Options

Ch
art-8

Table 9: Clear and understandable criteria can be used to judge Performance.

S NO

OPTIONS

1
2

STRONGLY AGREE
AGREE

NO. OF
RESPONDENTS
32
14
24

PERCENTAGE
64
28

3
4

NEUTRAL
DISAGREE
STRONGLY

DISAGREE

TOTAL

4
0

8
0

50

100

INTERPRETATION:

From the above table it is inferred that 64% of the respondents strongly agreed and 28% of the
respondents are agreed and 8% of the respondents says neutral on using clear and understandable
criteria in order to judge their performance.
Chart-9
Clear and understandable criteria can be used to judge Performance

Percentage

70
60
50
40
30
20
10
0

64
28
8
0

Options

Table 10: Employees able to monitor their Performance.

S NO

OPTIONS

1
2
3
4
5

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY

NO. OF
RESPONDENTS
22
28
0
0
0
25

PERCENTAGE
44
56
0
0
0

DISAGREE
TOTAL

50

100

INTERPRETATION:

From the above table it is inferred that 44% of the respondents strongly agreed and 56% of the
respondents are agreed towards that the employees can monitor their own performance.

Chart-10
Employe e s able to monitor the ir Pe rformance

Percentage

60
50
40
30
20
10
0

44

56

Options

Table 11: Employees are interested to involve in the Performance Appraisal system.

S NO

OPTIONS

1
2
3
4

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY

NO. OF
RESPONDENTS
14
24
10
2

DISAGREE

TOTAL
26

PERCENTAGE
28
48
20
4

50

100

INTERPRETATION:

From the above table it is inferred that 28% of the respondents strongly agreed and 48% of the
respondents are agreed and 4% of the respondents disagreed that the employees are interested in
the appraisal system.
Chart-11
Employees are interested to involve in the Performance Appraisal system

Percentage

60
50
40
30
20
10
0

48
28

20
4
0

Options

Table 12: Performance Appraisal helps to win Co-operation and Team work

S NO

OPTIONS

1
2
3
4

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY

NO. OF
RESPONDENTS
20
18
12
0

DISAGREE

TOTAL

INTERPRETATION:

27

PERCENTAGE
40
36
24
0

50

100

From the above table it is inferred that 40% of the respondents strongly agreed and 36% of the
respondents are agreed and 24% of the respondents says neutral towards Performance Appraisal
helps to win co-operation and team work.
Chart-12
Performance Appraisal helps to win Co-operation and Team work

Percentage

50
40
30
20
10
0

40

36
24

Options

Table 13: Performance Appraisal is helpful in reducing grievance and misunderstanding

S NO

OPTIONS

1
2
3
4

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY

NO. OF
RESPONDENTS
10
8
20
12

DISAGREE

TOTAL

INTERPRETATION:

28

PERCENTAGE
20
16
40
24

50

100

From the above table it is inferred that 20% of the respondents strongly agreed and 16% of the
respondents are agreed and 24% of the respondents disagreed that the appraisal of performance
helpful in reducing grievance and misunderstanding among them.
Chart-13
Pe rformance Appraisal is he lpful in re ducing grie vance and misunde rstanding

Percentage

50
40
30
20
10
0

40
20

24

16

Options

Table 14: Performance Appraisal increases communication among employees

S NO

OPTIONS

1
2
3
4

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY

NO. OF
RESPONDENTS
12
34
2
2

DISAGREE

TOTAL

INTERPRETATION:

29

PERCENTAGE
24
68
4
4

50

100

From the above table it is inferred that 24% of the respondents strongly agreed and 68% of the
respondents are agreed and 4% of the respondents disagreed that the performance appraisal
increase interpersonal relationship among them.
Chart-14
Performance Appraisal increases communication among employees

Percentage

80
70
60
50
40
30
20
10
0

68
24
4

4
0

Options

Table 15: Performance Appraisal empowers to make decision.

S NO

OPTIONS

1
2
3
4

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY

NO. OF
RESPONDENTS
12
36
2
0

DISAGREE

TOTAL

INTERPRETATION:

30

PERCENTAGE
24
72
4
0

50

100

From the above table it is inferred that 24% of the respondents strongly agreed, 72% of the
respondents are agreed and 4% of the respondents says neutral towards the performance
appraisal empowers them to make decisions.

Chart-15
Performance Appraisal empowers to make decision

Percentage

80
70
60
50
40
30
20
10
0

72
24
4
0

Options

Table 16: The method of Performance Appraisal system needed to be undertake.

S NO

OPTIONS

1
2
3
4

SELF APPRAISAL
180 DEGREE
360 DEGREE
TEAM APPRAISAL
PERFORMANCE AND

NO. OF
RESPONDENTS
8
0
24
14

POTENTIAL

TOTAL

PERCENTAGE
16
0
48
28

50

100

INTERPRETATION:

From the above table it is inferred that 16% of the respondents wants the method of self appraisal
to be carried out, 48% of the respondents wants 360 degree method of appraisal to be carried out,

31

28% of the respondents wants team appraisal to be carried out , and 8% of the respondents wants
performance & potential method of appraisal to be carried out by the management.

Chart-16
The method of Performance Appraisal system needed to be undertake

Percentage

60
50
40
30
20
10
0

48
28

16

8
0

Options

Table 17: Reward is expected to be in the form

S NO

OPTIONS

1
2

PROMOTION
TRANSFER
EMPLOYEE

3
4
5
TOTAL

NO. OF
RESPONDENTS
38
2

DISCOUNT
ALL OF THESE
NONE OF THESE

PERCENTAGE
76
4

8
0
50

16
0
100

INTERPRETATION:

From the above table it is inferred that 76% of the respondents expects reward in the form of
promotion, 4% of the respondents expects reward in the form of transfer and 16% of the
respondents expects all kinds or reward for their better performance.
32

Chart-17
Expected reward
80
60
40
20
0

76
4

16
0

Percentage

Options

Table 18: Evaluation of Performance makes Employees under stress

S NO

OPTIONS

1
2
3
4

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY

NO. OF
RESPONDENTS
4
22
6
8

DISAGREE

TOTAL

PERCENTAGE
8
44
12
16

10

20

50

100

INTERPRETATION:

From the above table it is inferred that 8% of the respondents strongly agreed, 44% of the
respondents agreed and 20% of the respondents strongly disagreed on evaluation of performance
makes them under stress.
33

Chart 18
Evaluation of Performance makes Employees under stress
50
40
30
20
10
0

44
12

16

20

Percentage

Options

FINDINGS
76% of the respondents are Male and 24% of the respondents are Female.
60% of the respondents are in age group of 20-25, 20% of the respondents are in age
group of 25-30 and 20% of the respondents are in age group of above 30.
100% of respondents agreed no appraisal system currently exist in the Organization.
56% of the respondents strongly agreed and 36% of the respondents are agreed that there
is need Performance Appraisal in the Organization.
36% of the respondents needs Self development ,20% needs Organizational development,8%
needs Feedback on performance ,16% needs Career development ,8% needs Financial rewards.

16% of the respondents expects Proper guidance, 12% of the respondents are in need of
Training, 36% of the respondents are in the need of their Development.
36% of the respondents interested in Self appraisal, 48% of the respondents want
Superior to appraise and 4% of the respondents want Consultant to appraise them.
36% of the respondents strongly agreed and 60% of the respondents are agreed and 4%
disagreed to evaluate their performance by specialized raters.
64% of the respondents strongly agreed and 8% of the respondents says neutral on using
clear & understandable criteria in order to judge their performance.
44% of the respondents strongly agreed and 56% of the respondents are agreed towards
the employees can monitor their own performance.
28% of the respondents strongly agreed and 4% of the respondents disagreed that the
employees are interested in the appraisal system.
34

 40% of the respondents strongly agreed and 24% of the respondents says neutral towards
Performance Appraisal helps to win co-operation and team work.
20% of the respondents strongly agreed and 24% of the respondents disagreed that the
appraisal of performance helpful in reducing grievance & misunderstanding among them.
24% of the respondents strongly agreed , 4% of the respondents disagreed that the
performance appraisal increase interpersonal relationship among them.
24% of the respondents strongly agreed and 4% of the respondents says neutral towards
the performance appraisal empowers them to make decisions.
48% of the respondents wants 360 degree method of appraisal to be carried out and 8% of
the respondents wants performance & potential method of appraisal to be carried out by
the management.
76% of the respondents expects reward in the form of promotion and 16% of the
respondents expects all kinds of reward for their better performance.
8% of the respondents strongly agreed, 20% of the respondents strongly disagreed on
evaluation of performance makes them under stress.

SUGGESTIONS
Management may give awareness programme about Performance Appraisal to
employees.
The performance of an each employee can be evaluated by the management so that
individuals hidden talent can be identified.
The Performance Appraisal can be implemented atleast twice in a year.
The consultant needs to be appointed to identify the personal feelings about the work
of an employee.
Based on the performance of employees certain rewards can be made by the
management.
CONCLUSION
Performance Appraisal is an essential tool for all the organization, since it records
the individuals exact performance through standard evaluation process and helps them to
improve themselves in order to achieve organizational objective. Performance Appraisal
will also help to make correct decisions, ensuring legal compliance, minimizing job
dissatisfaction, employee turnover and ensuring consistency between organizational
35

strategy and behavior. So it is concluded that employees in GRT Regency are interested
to involve in the Performance Appraisal system.

A STUDY ON EMPLOYEES EXPECTATIONS ON PERFORMANCE APPRAISAL AT

GRT REGENCY
1) Name :
2) Gender :

(a) Male

(b) Female

(b) 25-30

(c) 30 above

3) Age group :
(a) 20-25
4) Designation :
5) Does Performance Appraisal exist in the Organization?
(a) Yes

(b) No

6) Performance Appraisal system is needed in the Organization.

(a) Strongly Agree (b) Agree
(c) Neutral
(d) Disagree
7) Your need of Performance Appraisal system.
(a) Personal Development
(b) Organizational Development
(c) Feedback on performance
(d) Career Development
(e) Financial rewards
(f) All the above
(g) None of the above

8) Your expectations of Performance Appraisal system.

(a)
(b)
(c)
(d)
(e)

Proper guidance
Training needs
Development needs
All the above
None of the above

9) Performance Appraisal is encourageable to be assessed by

36

(e) Strongly Disagree

(a) Self

(b)Superior

(c) Consultant (d) Any of these

(e) None of these

10) Specialized raters should evaluate the Performance.

(a) Strongly Agree

(b) Agree

(c) Neutral

(d) Disagree

(e) Strongly Disagree

11) Clear and understandable criteria can be used to judge Performance.

(a) Strongly Agree

(b) Agree

(c) Neutral

(d) Disagree

(e) Strongly Disagree

(d) Disagree

(e) Strongly Disagree

12) Employees able to monitor their Performance.

(a) Strongly Agree

(b) Agree

(c) Neutral

13) Employees are interested to involve in the Performance Appraisal system.

(a) Strongly Agree

(b) Agree

(c) Neutral

(d) Disagree

(e) Strongly Disagree

14) Performance Appraisal helps to win Co-operation and Team work.

(a) Strongly Agree

(b) Agree

(c) Neutral

(d) Disagree

(e) Strongly Disagree

15) Performance Appraisal is helpful in reducing grievance and misunderstanding.

(a) Strongly Agree

(b) Agree

(c) Neutral

(d) Disagree

(e) Strongly Disagree

16) Performance Appraisal increases communication among employees.

(a) Strongly Agree

(b) Agree

(c) Neutral

(d) Disagree

(e) Strongly Disagree

(d) Disagree

(e) Strongly Disagree

17) Performance Appraisal empowers to make decision.

(a) Strongly Agree

(b) Agree

(c) Neutral

18) The method of Performance Appraisal system needed to be undertake.

(a) Self Appraisal

(b) 180 degree(single/narrow based) (c) 360 degree(multi rated)

(d) Team Appraisal

(e) Performance & Potential

19) Reward is expected to be in the form of

(a) Promotion (b) Transfer (c) Employee Discount (d) All of these (e) None of these
20) Evaluation of Performance makes Employees under stress.
(a) Strongly Agree (b) Agree
(c) Neutral
(d) Disagree

37

(e) Strongly Disagree

38