FIELD STUDY REPORT

On

“A Study on Performance Appraisal System at BYJU’S

in Lucknow City”

Towards partial fulfillment of

Bachelor of Business Administration (BBA)

School of Management, Babu Banarasi Das University, Lucknow

Guided By: Submitted by:

Dr. Afeefa Fatima Alsaid Ansari
(Assistant Professor) Roll No. 1210671067
SOM, BBD University BBA 3rd Semester

Session 2022-2023
School of Management

Babu Banarasi Das University

Lucknow
 DECLARATION

I hereby declare that the field work entitled of “A Study on Performance Appraisal

System at BYJU’S in Lucknow City” submitted to the BABU BANARASI DAS

UNIVERSITY, Lucknow is a record of an original work done by me under the

guidance of Dr. Afeefa Fatima (Faculty Guide) (SOM BBDU, Lucknow) and this

field study report is submitted in the partial fulfillment of Bachelor in Business

Administration.

Alsaid Ansari

Roll No. 1210671067

BBA 3rd Semester

 ACKNOWLEDGEMENT

Before I get into the thick of the things I would like to add a few heartfelt words for

the people who were part of this Field Study Report in numerous ways and people

who gave unending support right from the stage the project was started, appreciated

and encouraged when being depressed.

I would like to express my deep sense of gratitude to the respectable Prof. (Dr.)

Sushil Pande Sir, I\C, SOM, BBDU personalities for their precious suggestions and

encouragement during the project.

In this context I would like to express my gratitude towards my parents and family

members who have constantly supported and played a pivotal role in shaping my

career.

I owe my sincere gratitude towards faculty guide Dr. Afeefa Fatima of BBDU,

Lucknow for extending the support towards the completion of the Field Study

Report.

And finally I would like to thank my friends for their unending support

Alsaid Ansari

Roll No. 1210671067

BBA 3rd Semester

 PREFACE

Field Study Report is an important part of the Management studies. It bears immense

important in the field of Business Management. It offers the student to explore the

valuable treasure of experience and an exposure to real work culture followed by the

industries and thereby helping the students to bridge gap between the theories

explained in the book and their practical implementations.

Research plays an important role in future building of an individual so that we can

understand the real world in which he has to work in future. The theories greatly

enhance our knowledge and provide opportunities to blend theoretical with the

practical knowledge where researcher gets familiar with certain aspect of research. I

feel proud to get myself to do research at topic “A Study on Performance

Appraisal System at BYJU’S in Lucknow City”.

 EXECUTIVE SUMMARY

There are several resources needed by the organization but most effective one is the

human resources. Human resource functions are broadly recognized by all

organization, among these important functions performance appraisal is a remarkable

one. The report of the internship has been titled as; “A Study on Performance

Appraisal System at BYJU’S in Lucknow City”. The study basically based on the

study overall employees’ performance appraisal .

The report is made on the basis of both primary data including questionnaire targeted

on the employees ranked started from thirteen. The questionnaire survey made over

100 people, who served as the sample for the study. The secondary data collected

from different books and websites.

The findings, analysis and discussion part, have been the soul of the report, where

several substantial things have been focused.. Describing all the process finally it has

been ended up having the ideas, that the appraisal criterions are similar to the Myers

Briggs big five traits and also the rating method organization uses similar to ‘Graphic

Rating Scale’. In another segment of this report, the results that are based on

questionnaire survey, . Many shortcomings also occurred. where thegraphic rating

scale process which consists of several inadequacies such as; errors from appraisers,

and straight forward process occurred..

Then the next segment the recommendation part, where the several suggestive ideas

to improve the appraisal process such as the use of critical incident method which is

effective narrative appraisal technique which includes the performance related

behaviors both positive and negative. This is the summary of the report where it has

been intensely tried to come up with the ideas that the appraisal is really a substantiate
 tool to appraise the most important resource performance and have the organization

with the best performer to reach towards its ultimate destinations.

This basis for this research originally stemmed from my passion for developing better

methods of data storage and preservation. As the world moves further into thedigital

age, generating vast amounts of data and born digital content, there will be agreater

need to access legacy materials created with outdated technology. How will weaccess

this content? It is my passion to not only find out, but to develop tools to breakdown

barriers of accessibility for future generations.

 In truth, I could not have achieved my current level of success without a strong

support group. First of all, my parents, who supported me with love and

understanding, and secondly, my committee members, each of whom has provided

patient advice and guidance throughout the research process. Thank you all for your

unwavering support.
 TABLE OF CONTENT

Sr. No. Topic Page no.

1. Introduction 1

2. Company Profile 7

3. Objective of the Research 11

4. Research Methodology 12

5. Data Analysis and Interpretation 14

6. Findings 26

7. Suggestions/Recommendation 27

8. Conclusions 28

9. Limitations 29

10. Bibliography 30

11. Annexure 32
 INTRODUCTION

Appraising the performance of individuals, groups and organizations 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. Thus, teachers evaluate the performance of students,

bankers evaluate the performance of creditors, parents evaluate the behavior of their

children, and all of us, consciously or unconsciously evaluate our "own actions from

time to time. In social interactions, performance is conducted in a systematic and

planned manner to achieve widespread popularity in recent years.

Meaning: Performance appraisal is a method of evaluating the behavior of employees

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

hob performance. Performance here refers to the degree of accomplishment of the

tasks that make up an individual's job. It indicates how well an individual is fulfilling

the job demands. Often the term is confused with effort, but performance is always

measured in terms of results and not efforts. Some of the important features of

performance appraisal given, they are:

1. Performance appraisal is the systematic description of an employee's job- relevant

strengths and weaknesses.

2. The basic purpose is to find out how well the employee is performing the job and

establish a plan of improvement.

3. Appraisals are arranged periodically according to a definite plan.

4. Performance appraisal is not job evaluation. Performance appraisal refers to how

well someone is doing the assigned job.Job evaluation determines how much a job is

worth to the organization and, therefore, what range of pay should be assigned to the

job.

1
USE OF PERFORMANCE APPRAISAL:

• Performance appraisal is helpful in assessing a firms human resources data must be

available that describe the promotility and potential of all employees.

• A well designed appraisal system provides a profile of the organization's human

resource strengths and weaknesses to support this effort.

• Performance evaluation ratings may be helpful in predicting the performance of job

applicants.

• Performance appraisal will point out employee specific needs for training and

development.

• Performance appraisal is useful in career planning and development.

• Performance appraisal results provide a basis for rational decisions regarding

compensation programmers.

• Performance appraisal data are also frequently used for decisions in several areas of

internal employee relations, including promotion, demotion, termination, layoff. and

transfer.

• Performance appraisal is useful in assessment of employee potential. Performance

appraisal can be used to determine whether HR programmes such as selection,

training, and transfers have been effective or not.

CAREER DEVELOPMENT AS A PART OF PERFORMANCE

MANAGEMENT PROGRAM:

One of the fundamental factors for bringing about an effective performance

management program is often one of the most forgotten. All too often supervisor will

mistakenly focus all of his or her resources entirely on rating and ranking the

workforce, dolling out promotions or laying off workers as need be. While these steps

are an essential element of performance management, they fall short in the long run.

2
To begin with, employees are left feeling as though their company has neglected their

individual career needs. This ultimately leads to higher employee turnover and makes

it difficult for an organization to retain top quality talent. This is why effective

performance management incorporates the workers’ needs with that of the company.

When engaging an employee base on the level of their performance, the successful

manager will work to align the company’s goals with those of the individualized

career paths to ensure a high level of worker loyalty and long term productivity. One

area of particular concern for performance management is a large and growing

population of employees whose careers have reached the half way marker. For many

employees, this is a crucial time for climbing up a few more steps on the corporate

ladder. Unfortunately, the gaping absence of motivating organizational structure

present in many business environments kills the career momentum for these people.

This negatively affects the contribution made by these employees to the overall output

and productivity on a corporate level. There are a variety of causes behind the lack of

momentum within the halfway crowd. As mentioned before, lack of organization is a

major culprit. This really stems from having little or no management at the top.

Unfortunately, these important causes for the slowdown are seldom recognized, and

the fault becomes that of the employees rather than the faulty system under which

they work.

In order to combat this dilemma, one approach that has enjoyed widespread success is

the organized setting of goals. If an employee can visualize the steps it takes to

achieve a promotion, he or she will proactively take up the challenge to improve his

or her status. Another way to add to the challenge is to transfer an employee to a

different job area. This allows the workers to learn new skills and become reignited in

the process of advancement. A performance manger can even knock the employee

3
down a rung or two before making a transfer. However, the supervisor should do so

by showing the worker long term benefits of advancement and thus not packaging the

transfer as a demotion that would lead to lower moral and productivity.

Employees want to work hard and develop their careers, but they must be given the

right incentive. By making the company’s increased productivity a shared goal

between the employer and the employee, then positive results will be achieved on

both sides.

APPRAISAL PROCESS:

Each step in the process is crucial and is arranged logically. Many organizations make

every effort to approximate the ideal process, resulting in first-rate appraisal systems.

Unfortunately, many others fail to consider one or more of the steps and, therefore

have less- effective appraisal system.

4
1. Objectives of Appraisal: Objectives of appraisal include effecting promotions and

transfers, assessing training needs, awarding pay increases, and the like. The emphasis

in all these is to correct the problems.

2. Establish job expectations: The second step in the appraisal process is to establish

job expectations. This includes informing the employee what is expected of him or

her on the job.

3. Design appraisal programme: Designing an appraisal programmer possess several

questions which need answers. They are (i) Formal versus informal appraisal; (ii)

Whose performance is to be assessed? (iii) Who are the raters? (iv)What problems are

encountered? (v) How to solve the problems? (vi) What should be evaluated? (vii)

When to evaluate? (viii) What methods of appraisal are to be used?

5
4. Performance Interview: Performance interview is another step in the appraisal

process. Once appraisal has been made of employees, the raters should discuss and

review the performance with the rates, so that they will receive feedback about where

they stand in the eyes of superiors.

5. Use of Appraisal data: The final step in the evaluation process is the use of

evaluation data. The data and information generated through performance evaluation

must be used by the HR department.

Methods of Performance Appraisal: With the evaluation and development of appraisal

system, a number of methods or techniques of performance appraisal have been

developed. The important among them.

6
 COMPANY PROFILE

Byju's

Type Private

Edtech
Industry

Founded 2021; years ago

Founders ByjuRaveendran
DivyaGokulnath
Headquarters Bengaluru, Karnataka
,
India
Area served Worldwide
Key people ByjuRaveendran
(CEO)
DivyaGokulnath
(Director)
Products BYJU’S - The Learning App

Revenue ₹2,800 crore (US$350 million) (FY 2021)

7
 Subsidiaries Osmo
TutorVista (Rebranded as iRobot Tutor TV STEM)
HashLearn
WhiteHat Jr
LabInApp
Scholr
Aakash Institute
Toppr
Whodat
Tynker
Epic!
Great Learning
Superset
GradeUp (Rebranded as Byju's Exam Prep)
GeoGebra

Website www.byjus.com

BYJU'S

Byju's (stylised all caps) is an Indian multinational educational technology company,

headquartered in Bangalore. It was founded in 2011 by ByjuRaveendran and

DivyaGokulnath. As of March 2022, Byju's is valued at US$22 billion and company

claims to have over 115 million registered students.

HISTORY

Byju's app was developed by Think and Learn Pvt. Ltd, a company which was

established by ByjuRaveendran, DivyaGokulnath and a group of students in 2011.

Byju, an engineer by profession was coaching students in mathematics since 2006. In

initial days the company focused on offering online video-based learning programs

for the K-12 segment and for competitive exams. In 2012, the firm entered Deloitte

Technology Fast 50 India and Deloitte Technology Fast 500 Asia Pacific ratings and

has been present there ever since. In August 2015, the firm launched Byju's: The

8
Learning App. In 2017, they launched Byju's Math App for kids and Byju's Parent

Connect app. By 2018, it had 15 million users out of which 900,000 were paid users

at that time. In the same year, Byju's became India’s first edtech unicorn. By 2019,

60% of BYJU’S students were from non-metros and rural cities. In January 2022, the

company joined Simplilearn, Unacademy, upGrad, PrepInsta Prime and Vedantu to

become one of the founding members of IAMAI's India EdTech Consortium. In

March 2022, it signed a contract with Qatar Investment Authority to establish a new

edtech company and a R&D centre in Doha. In August 2022, Bloomberg News

reported that the Ministry of Corporate Affairs sent a letter to Byju's asking them to

explain the non-filing of its audited financials for the year ending March 2021.

Having missed the deadline by over 17 months, Byju's reasoned the delay was due to

the challenge of consolidating the accounts of its acquisitions during that year. In spite

of the delay, Deloitte gave the company a clean audit.

PRODUCTS AND SERVICES

Byju's is an education tutoring app that runs on a freemium model, with free access to

content limited for 15 days after the registration. It was launched in August 2015,

offering educational content for students from classes 4 to 12 and in 2019 an early

learning program has started for classes 1 to 3. It also trains students for examinations

in India such as IIT-JEE, NEET, CAT, IAS, and international examinations such as

GRE and GMAT. Academic subjects and concepts are explained with 12-20 minute

digital animation videos and through which students learn in a self-paced mode.Byju's

reports to have 40 million users overall, 3 million annual paid subscribers and an

annual retention rate of about 85%. In 2019, the company announced that it would

launch its app in regional Indian languages. It also planned to launch an international

version of the app for English-speaking students in other countries. And to cater

9
students of kindergarten, Byju's launched new programs in its Early Learn App. In

April 2021, the company also announced the launch of "Byju's Future School" to be

led by WhiteHat Jr Founder Karan Bajaj. The Future School aims to cross the bridge

from passive to active learning with an interactive learning platform blended with

coding and other subjects like Math, Science, English, Music and Fine arts through

storytelling. Byju's will launch the Future School in the United States, United

Kingdom, Australia, Brazil, Indonesia and Mexico in May.The company is focusing

on adopting a hybrid model of teaching and learning by launching 500 tuition centers

across 200 cities in India. As of February 2022, 80 centers are already launched.

10
 OBJECTIVES OF THE STUDY

 To find out present performance appraisal system used in the company.

 To find about the employees views for the system adopted by the company to

appraise their performance.

 To know about the working scheme of the company.

 To suggest some measures for improving the methods to appraise the

performance of the workers.

 To study the employee’s growth and development through training, self and

management development programmers.

 To understand the superior to have a proper understanding about their

subordinates.

 To analyze testing and validating selection test interview techniques through

comparing scores with performance appraisal ranks.

 To study decision making process with respect to layoff and retrenchment.

 To analyze organization effectiveness through employee correction, change in

its behavior.

11
 RESEARCH METHODOLOGY

Research methodology is the specific procedures or techniques used to identify,

select, process, and analyze information about a topic. In a research paper, the

methodology section allows the reader to critically evaluate a study’s overall validity

and reliability. The methodology section answers two main questions: How was the

data collected or generated? How was it analyzed?

Research Design

I have used Descriptive research design for this study.

Descriptive research is a study designed to depict the participants in an accurate way.

The three main ways to collect this information are: Observational, defined as a

method of viewing and recording the participants. Case study, defined as an in-depth

study of an individual or group of individuals

SAMPLING DESIGN

SAMPLE SIZE: A sample of minimum respondents was selected from BYJU’S. An

effort was made to select respondents randomly. The survey was carried out on 150

respondents.

SAMPLE AREA- Lucknow

SAMPLE UNIT: In this project sampling unit consisted of the employees of

BYJU’S, Lucknow.

SAMPLING TECHNIQUE: For the purpose of research random sampling

technique was used.

SAMPLING FRAME: It consisted of various sources from where information about

the respondent is extracted. Mainly personal links and employees of BYJU’S are used

for getting information about the respondents.

12
DATA COLLECTION SOURCE: Two Types of Data have been used to collect

the relevant data, which are essential for the study, they are:

Primary Data: data is collected to obtain desired information through structured

questionnaire.

Secondary Data: it is compiled through books, magazines, newspapers and internet

etc…

TOOLS OF PRESENTATION

STATISTICAL TOOLS TO BE USED: A structured questionnaires is used to

collect the data and data will be analyzed with the help of percentage table,

respective graph, bar graph and pie charts.

13
 DATA ANALYSIS& INTERPRETATION

1. Which Appraisal System is followed in your BYJU’S.?

Rating Scale No. of Respondents In%

Merit 20 20
360 Degree 34 34
Grading 10 10
Paired Comparison 25 25
Other 11 11
Total 100 100

No. of Respondents
Merit 360 Degree Grading
Paired Comparison Other

11%
20%

25%

34%
10%

INTERPRETATION: From the above analysis we can interpret that, in most of

the cases the 360 degree appraisal system is followed that is 34% of the employee are

following 360 degree appraisal system. After that grading and paired comparison are

followed with 20% each and other’s are 6%.

14
2. Is Performance Appraisal helps in the assessment of individual potential?

S.No. Rating Scale No. of Respondents In%

1 Strongly Agree 18 18
2 Neutral 16 16
3 Strongly Disagree 10 10
4 Agree 44 44
5 Disagree 12 12
Total 100 100

No. of Respondents
Strongly Agree
18%
Disagree
12%

Neutral
16%

Agree
44%

Strongly Disagree
10%

INTERPRETATION: From the above analysis we can interpret that, some of

the employees were in neutral position, because the appraisal system in the BYJU’S.

was not in a full fledge way where 18% 0f people strongly agree while neutral are

16% and 10% strongly disagree, whereas 44% agree and 12% disagree.

15
 3. Does the Performance Appraisal system followed in the BYJU’S. is

rational and fair?

.S.No. Rating Scale No. of respondents %

1. Strongly Agree 14 4

2. Neutral 22 32

3. Strongly Disagree 9 4

4. Agree 40 50

5. Disagree 15 10

Total 100 100

No. of respondents
Strongly Agree Neutral Strongly Disagree
Agree Disagree

15% 14%

22%

40%
9%

INTERPRETATION:

From the above analysis we can interpret that the performance appraisal system

followed in the BYJU’S is where 9% respondents strongly agree ,22% respondents

have neutral reaction,14% respondents strongly disagree ,40% of respondent

agree,15% of respondents disagree.

16
 4. Whether the Job expectations are informed and the superiors set the tasks?

S, No. Rating Scale No. of respondents In%

1. Strongly Agree 21 21
2. Neutral 30 30
3. Strongly Disagree 5 5
4. Agree 30 30
5. Disagree 14 14
Total 100 100

No. of respondents
Strongly Agree Neutral Strongly Disagree
Agree Disagree

14%
21%

30%

30%

5%

INTERPRETATION: The above analysis in the job expectations informed and

the task set by the superiors shows that among 100% respondents 21% respondents

strongly agree , 30% are neutral ,5% strongly disagree,30% agree, 14% disagree.

17
 5. Does the Performance appraisal in the BYJU’S helps to recognize the

competence and potential of an individual?

S.No. Rating Scale No. of respondents ln%

1. Strongly Agree 10 10
2. Neutral 6 6
3. Strongly Disagree 4 4
4. Agree 74 74
5. Disagree 6 6
Total 100 100

No. of respondents
Strongly Agree Neutral Strongly Disagree
Agree Disagree

6% 10%
6%
4%

74%

INTERPRETATION:

The above analysis elicits that the performance appraisal in the BYJU’S helps to

recognize the competence and potential of an individual where among 100%

respondents 10% of respondents strongly agree ,6% of respondents are neutral,4% of

respondents strongly disagree,74% of respondents agree, 6% of respondents disagree.

18
6. Whether the employees happy with the assessment of Performance?

S.No. Rating Scale No. of respondents ln%

1. Strongly Agree 14 14
2. Neutral 26 26
3. Strongly Disagree 0 0
4. Agree 24 24
5. Disagree 34 34
Total 100 100

No. of respondents
Strongly Agree Neutral Strongly Disagree
Agree Disagree

14%

35%

27%

24%

INTERPRETATION

From the above data the percentage of employees happy with the assessment of

performance rate among 100% of respondents is where 14% of respondents strongly

agree ,26% of respondents are neutral ,24% of respondents agree ,34% of respondents

disagree,0% of respondents strongly disagree.

19
7.Does the Advises and suggestions are given to the employees during

the appraisal process?

S. No. Rating Scale No. of respondents In%

1. yes 54 54
2 No 46 46
Total 100 100

46%
yes
no
54%

INTERPRETATION: The above analysis exhibits that, employees are

expecting many more suggestions and advises, during the appraisal process that

would be helpful for their career where 54% of respondents response is Yes and 46%

of respondents response is no.

20
8. How do the employees accept the appraisal feedback?

S. No. Rating Scale No. Of respondents %

1. Positive way 40 40
2. Uninteresting 10 10
3. Negative way 5 5
4. Neutral 45 45
Total 100 100

No. Of respondents
Positive way Uninteresting Negative way Neutral

40%
45%

5% 10%

INTERPRETATION:

This analysis shows that, employees are not much interested in taking the appraisal

feedback where 40% of respondents response is positive ,15% response is

uninteresting, 45% of response is neutral and 5% response is negative among 100%.

21
9. Who should be the appraiser?

S.No. Rating Scale No. of respondents In%

1. Superior 38 38
2. HOD 44 44
3. Subordinate 4 4
4. Peer groups 14 14
Total 100 100

No. of respondents
Superior HOD Subordinate Peer groups

14%

4%
38%

44%

INTERPRETATION: This states that, the appraiser should be the head of the

department, the employee feel that he is the right person to evaluate their performance

where among 100% of respondents 38% are superior,44% are HOD ,4% are

subordinate,14% are peer groups.

22
10. How often should an employee be assessed?

S.No. Rating Scale No. of respondents In%

1. Once in 3 months 10 10
2. Once in 6 months 36 36
3. Once in a year 44 44
never 10 10
Total 100 100

No. of respondents
Once in 3 months Once in 6 months Once in a year
never Total

5%

18%

50%

22%

5%

INTERPRETATION:

Here, the employees felt that, they need to be assessed once in a year, as they felt it is

a right period of time to assess the performance where 10% of employees are assessed

once in 3 months,36% of employees are assessed once in 6 months,44% of employees

are assessed once in a year and 10% are never assessed.

23
11. What types of errors / problems have impact on performance rating in

the BYJU’S?

S. No Rating Scale No of Respondents In%

1 Influence 27 27
2 Attitude 30 30
3 Biased 18 18
4 Personal Grudge 7 7
5 Subjectivity 16 16
6 Status effect 2 2
Total 100 100

No of Respondents
Influence Attitude Biased
Personal Grudge Subjectivity Status effect
2%

16%
27%

7%

18%

30%

INTERPRETATION: The employees opined that, attitude factor have a greater

impact on the performance appraisal system types of errors/problems have impact on

performance rating in BYJU,S among 100% of respondents 27% have influence,30%

have attitude,18% are biased,7% holds personal grudge,16% have subjectivity,2%

have status effect.

24
12. Whether the Feedback on performance communicated after assessment of

the

Performance?

S. No Rating Scale No of Respondents In%

1 Yes 54 54
2 No 46 46
Total 100 100

YES No

46%
54%

INTERPRETATION:

Here, the some of the employees express their view that, the performance feedback

need not be communicated after the assessment, while some of them felt that it is

essential where rating scale shows 54% of respondents are saying yes and 46% are

saying no and In% 46% agree and 54% disagree.

25
26
 FINDINGS
 It has been found out that most of employers fell that appraisal does not create any

depression in the most of employers fell that appraisal does not create any depression

in the minds of employees and employers never faces any biasness while doing the

appraisal of the appraised.

 It has been found out that organization is concerned about education & knowledge of

its employees in order to increase their efficiency through conduction the training

programme from time to time.

 Employers are complete satisfied as their response during researches positive

regarding incentives. Techniques used by the employers are appropriate and

acceptable to the employees.

 It has been found out that employers are totally satisfied with the promotion & salary

increment which are provided by employers after the measurement of their

performance appraisal and they also agree that the performance appraisal always

shows the real working position of the employees in the organization.

 An appraiser must try to create healthy and productive work environment because the

working environment affects the performance of employees. Finding reveals that

productivity is the key result area of the organization.

 It has been found out that appraiser agree that the employees had required sufficient

technical know-how which adds up to their levels of moral.

27
 RECOMMENDATION

 The Performance Appraisal in the organization should be in a full fledge way

so that the others will be accepting this.

 The Performance Appraisal should be assist effectively to the employees as it

recognizes the competence and potential of an individual.

 Employee’s appraisal should be fairly done according to the companies

policies so that it will assist the performance of the employees.

 The company should give some advises and suggestions to the employees

during the process and should get there feedbacks about the process.

 The employees should assess and appraised by their HOD once in a year.

 The employees should be aware of 360 degrees appraisal and the organization

should follow this to motivate the employees.

28
 CONCLUSION

Based on the vast study and analysis I have get this conclusion that most of the

motivated employees are think that productivity can be raised through performance

appraisal. So I can say that the top management role needs a tremendous change

towards the role of appraiser.

Every manager in the organization hierarchy at his own position has the same role of

appraisers. This system is not only an appraisal tool but a strong instrument of

performance management.

Most of the executive of BYJU’S are satisfied with the current appraisal system &

they think that the current appraisal system is transparent and free from bias. The

current appraisal system is able to achieve its laid objective efficiently and effectively.

Thus to increase productivity organization has to satisfy the motivated employees

need for high levels of the job satisfaction and an overall improve quality of work life

consistence with the dignity of motivated employees as a human being.

A hope that this project is of utmost value to all who are in this field and I also feel

that the knowledge gained during this training would be helpful to me in future.

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 LIMITATIONS OF THE STUDY
 The system covers only executive cadre, so it is limitation in scope.

 Scope of the study is confined to the areas of BYJU’S in Lucknow City & that too

with limited sample size of 100.

 It was difficult for some executives to fill up the questionnaire themselves. Thus

the researcher has to clear all the doubt about the questionnaire that consumed

most of the time.

 Some executive might have not answered the questions currently because of the

busy schedule. They tend to hurry up the talk, which inhibits proper collection of

data.

 The higher level executives were unavailable for response as they have a very

busy schedule.

30
 BIBLIOGRAPHY
 P.Jyothi& D.N. Venkatesh, (2006) Human resource management. Oxford

publication. ISBN-10:0-19-567694- 7 Pp226,

 VSP Rao (2007) Human resource management Text and cases., second

edition, Excel Books Pp359.ISBN-81- 7446-448-4

 Rohan Singh, MadhumitaMohanty and Mohanty A.K. (2013), Performance

Appraisal Practices in Indian Services and Manufacturing Sector

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  Creamer, D.G., & Winston, R.B., Jr. (1999). The performance appraisal

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QUESTIONNAIRE

Name:

Gender

Age

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1. Is Performance Appraisal helps in the assessment of individual potential?

o Strongly Agree

o Agree

o Neutral

o Disagree

o Strongly Disagree

2. Does the Performance Appraisal system followed in the BYJU’S. is rational

and fair?

o Strongly Agree

o Agree

o Neutral

o Disagree

o Strongly Disagree

3. Whether the Job expectations are informed and the superiors set the tasks?

o Strongly Agree

o Agree

o Neutral

o Disagree

o Strongly Disagree

33
4. Does the performance Appraisal followed in the BYJU’S helps to assess

the training and development needs of employee?

o Strongly Agree

o Agree

o Neutral

o Disagree

o Strongly Disagree

5. Does the Performance appraisal in the BYJU’S. helps to recognize the

competence and potential of an individual?

o Strongly Agree

o Agree

o Neutral

o Disagree

o Strongly Disagree

6. Whether the employees happy with the assessment of Performance followed in the

BYJU’S.?

o Strongly Agree

o Agree

o Neutral

o Disagree

o Strongly Disagree

7. Does the Employees appraised fairly according to the BYJU’S policies?

o Strongly Agree

o Agree

34
 o Neutral

o Disagree

o Strongly Disagree

8. Does the Advises and suggestions are given to the employees during the

appraisal process?

o Strongly Agree

o Agree

o Neutral

o Disagree

o Strongly Disagree

9. How do the employees accept the appraisal feedback?

o Positive way

o Negative way

o Uninteresting

o Neutral

10. Who should be the appraiser?

o Superior

o Subordinate

o HOD

o Peer group

11. How often should an employee be assessed?

o Once in 3months

o Once in 6months

o Once in a year

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36
12. How the performance appraisal followed in the BYJU’S.?

o Motivate

o Denominative

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