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Etisha Agrawal
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Richa Agarwal
Executive Summary
Performance
Appraisal
is
necessary
to
measure
the
Tables of Contents
CHAPTER
NO.
TOPIC
1.
INTRODUCTION
2.
PAGE
NO.
Industry Scenario
10
Organisation Profile
14
Problem Definition
18
21
25
Research Methodology
39
41
3.
42
4.
54
5.
6.
Introduction
Industry Overview
55
56
Snippets
100642 MTs.
Commodity
Potato
Multi-purpose
Fruit & Vegetable
92.82
7.63
1.07
Fish
Meat
Dairy & Milk
Others
0.73
0.15
0.68
0.36
G.M SHEETGRAH
10
11
PERFORMANCE APPRAISAL
12
or supervisor. A
performance
13
Definition
14
15
Standardization
Appraisal forms, procedures, administration of techniques,
ratings, etc., should be standardized as appraisal decisions
affect all employees of the group.
Open communication
Most employees want to know how well they are performing
the job. A good appraisal system provides the needed
feedback on a continuing basis
16
Training to appraisers
Because appraisal is important and sometimes difficult, it
would be useful to provide training to appraisers viz., some
insights and ideas on rating, documenting appraisals and
conducting appraisal interviews.
Practical viability
The techniques should be practically viable to administer,
possible to implement and economical to undertake
continuously.
17
18
Ability:
Character traits, skills and knowledge, which are used in the
performance. It is always present and will not vary widely
over short periods of time.
19
Effort:
The amount of manual or mental energy that a person is
prepared to expend on a job to reach a certain level of
performance. Can vary according to incentive and motivation.
Motivation:
Many people who are not motivated keep their performance to
an acceptable level by expending only 20-30% of their ability
Managers who know how to motivate their employees can
achieve 80-90% ability levels.
20
21
22
23
24
TRADITIONAL
MODERN METHODS
METHODS
Essay Appraisal Method
Management by objective
Human
resource
accounting
Critical Incidents method Assessment centers
Field Review
Checklist Method
Graphic Rating Scale
TRADITIONAL METHODS:
25
26
that the supervisor has to note down the critical incidents and
the employee behaviour 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
behaviour 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.
27
MODERN METHODS
PSYCHOLOGICAL APPRAISAL:
It is conducted to assess the employee potential.
Psychological appraisal consists of (a) Psychological tests, (b)
consultations and discussions with the employee, (c) in-depth
interviews, (d) discussion with superiors, subordinates &
peers, and (e) reviews of other evaluation etc., to evaluate
employees
intellectual
abilities,
emotional
stability,
recruitment,
selection,
induction,
placement
28
MANAGEMENT BY OBJECTIVE:
The concept of Management by Objectives (MBO) was
first given by Peter Drucker 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
employees actual performance with the standards set.
Ideally, when employees themselves have been involved
with the goal setting and the choosing the course of action to
be followed by them, they are more likely to fulfil their
responsibilities.
29
ASSESSMENT CENTRES
Assessment centre refers to a method to objectively observe
and assess the people in action by experts or HR professionals
with the help of various assessment tools and instruments.
Assessment centers simulate the employees on-the-job
environment and facilitate the assessment of their on-the-job
performance.
An assessment centre 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 and on-the-job behaviour and potential 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.
An assessment centre for Performance appraisal of an
employee typically includes:
Social/Informal Events An assessment centre has a
group of participants and also a few assessors which
gives a chance to the employees to socialize with a
30
These
include
various
interviews,
31
32
make
document
criterias
organizational rewards.
33
used
to
allocate
34
Employees
need,
expectations,
performance
and
RESEARCH METHODOLOGY
35
RESEARCH DESIGN
36
NATURE OF STUDY:
The nature of the study descriptive, so it is Descriptive
Research that studies the performances and opinions of
individuals and their behaviour pattern at work place. It
describes the human ability & work efficiency of the
employees.
SAMPLING DESIGN:
The sampling design is basically the selection of any
small unit from the whole available universe. So Area of
study The universe of study is the Employee Associates,
Supervisors, Line managers, Trainee engineers of various
departments of GHELTD.
DATA COLLECTIONS:
It is the process of collecting data from various sources
within as well as outside the company.
37
PRIMARY SOURCES:
By Personal visits
Through Questionnaire
Through Schedules
SECONARY SOURCES:
Performance Calendar made by HR Department
Annual Journal & Reports
Magazines
Website
DATA ANALYSIS:
By using Different types Charts
QUESTIONNAIRE ANALYSIS
38
Factors Like
Strongly
Disagree
Agree
25
Strongly
Disagree
Agree
13
39
Almost employees are agreed with the statement that factors like:
interpersonal relations, environment & organizational factors
matters a lot and have a great impact on performance.
40
Strongly
Disagree
Agree
19
Strongly
Disagree
Agree
21
41
Strongly
Disagree
Agree
28
Strongly
Disagree
Agree
11
42
Respondents
Response
Yes
38
No
12
43
(
(
Respondents
Response
Fully Satisfied
28
Partial Satisfied
14
Not Satisfied
44
( )
Respondents
Response
Computerized Equipments
25
Quality of Products
20
45
Response
Strongly Disagree
12
Agree
10
Strongly Agree
15
Disagree
13
46
Response
Strongly Disagree
Agree
22
Strongly Agree
15
Disagree
10
47
Response
Strongly Disagree
Agree
20
Strongly Agree
12
Disagree
12
48
49
CONCLUSION
50
of the month & employee of the Year is the best one among all
other policies that are followed in G.M SHEETGRAH.
So it was very good experience for me to learn so many new
things in actual working environment of an organization.
From the findings of the study, related issue to be resolved
through prompt action in accordance of the organizational
goal, so as to minimize weakness and reinforce strength
observed during the process.
BIBLIOGRAPHY
BOOKS:
Human Resource Management : By N.K.Chadda, Himalaya
Publishing House
Research Methodology : By C.R. Kothari
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