Kataria Company
Kataria Company
Kataria Company
On
MBA(2014-2016)
AURO UNIVERSITY
The School of Hospitality & Management
AURO UNIVERSITY
CERTIFICATE
Date : 3 / 10/ 2015
Signature of Guide
--------------------Dr Vimal Babu
Acknowledgement
I take this opportunity to thank the management department of AURO
UNIVERSITY of Surat for giving me the opportunity to study this topic.
To be or not to be is not anything which matters, how to be thankful is what
really matters
I am highly thankful to my project guide Prof Vimal Babu for his continuous support,
supervision; motivation throughout my project in spite of his hectic schedule who
truly gave his experience gave me the light of handling research project and helped
me in handling critical situation and understanding the objective of my work.
I would also like to thank our friends and all the faulty member of our college, for
their valuable co-operation and support for the fulfilment of the project.
Finally readers are invited for giving their suggestion to improve the standard of this
project.
Dhruti patel
EXECUTIVE SUMMARY
Performance Appraisal is necessary to measure the performance of the employees and the
organization to check the progress towards the desired goals and aims.
It is a method by which the job performance of an employee I evaluated typically by the
corresponding manager or supervisor. A performance appraisal is a part of guiding and
managing career development. It is the process of obtaining, analysing, and recording
information about the relative worth of an employee to the organisation.
Performance appraisal is an analysis of an employees recent successes and failures, personal
strengths and weaknesses, and suitability for promotion or further training. It is also the
judgement of an employees performance in a job based on considerations other than
productivity alone.
Performance evaluations have been conducted since the times of Aristotle. The
earliest formal employee performance evaluation program is thought to have originated in the
United States military establishment shortly after the birth of the republic. The measurement
of an employee's performance allows for rational administrative decisions at the individual
employee level. It also provides for the raw data for the evaluation of the effectiveness of
such personnel-system components and processes as recruiting policies, training programs,
selection rules, promotional strategies, and reward allocations. In addition, it provides the
foundation for behaviourally based employee counselling. In the counselling setting,
performance information provides the vehicle for increasing satisfaction, commitment, and
motivation of the employee. Performance measurement allows the organization to tell the
employee something about their rates of growth, their competencies, and their potentials.
There is little disagreement that if well done, performance measurements and feedback can
play a valuable role in effecting the organization.
TABLE OF CONTENTS
SERIA
L NO
1
2.
PARTICULARS
PAGE
NO
3.
LITERATURE REVIEW
4.
RESEARCH METHODOLGY
5.
6.
7.
BIBLIOGRAPHY
8.
ANNEXURES
INTRODUCTION
NEED, OBJECTIVE AND SCOPE OF STUDY
CHAPTER 1: INTRODUCTION
1. INTRODUCTION
1.1 INTRODUCTION OF THE COMPANY
Kataria group has introduced, as one of the diversified business enterprise, with the
operation in the spanning field, from transport to the telecom industry. Kataria started its
operation and makes a name with the transport business and very soon became one of the
largest fleet in the industry.
Then after Kataria group has taken entry in automobiles industry, with a two-wheeler
dealership in 1983. After that they developed their business with four-wheelers dealership of
Maruti Suzuki Ltd at Dariapur Darwaja in Ahmedabad and it is the head-office of Kataria
Automobiles Ltd. The last decade has been us growing and to be one of the largest dealer of
Maruti Suzuki in India.
Now-a-days Kataria Automobiles has opened number of branches and Workshops across
Gujarat as below given table.
CITY
NUMBER
OF NUMBER
Ahemdabad
Surat
Bardoli
Navasari
Palanpur
Anand
Vapi
Mahesana
Valsad
Nadiad
SHOWROOMS
3
3
1
1
1
1
1
1
1
1
OUTLATES
4
-
OF NUMBER
OF
WORKSHOPS
3
3
1
1
1
1
-
They are ISO certified company with Quality system-ISO-9001-2000.They are one of the
Maruti dealer in Gujarat during course of time they have grown as a company and having 3
Maruti Showroom. Three full-fledged workshop at Surat One at Varachha and another at
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parlepoint and another at piplod. J. D. Power Survey has rated us as No. 1 in CUSTOMER
SATISFACTION amongst all India Maruti dealers.We have been awarded a prestigious
PLANTIUM DEALERSHIP award for continuously three years.
COMPANY PROFILE
Board of Directors
Name
Mr. Rajendra Kumar Kataria
Mr. Rohan Kumar Kataria
Designation
Director
Director
gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly, especially in
China and India. In the opinion of some, urban transport systems based around the car have
proved unsustainable, consuming excessive energy, affecting the health of populations, and
delivering a declining level of service despite increasing investments. Many of these negative
impacts fall disproportionately on those social groups who are also least likely to own and
drive cars. The sustainable transport movement focuses on solutions to these problems.
In 2009, with rapidly rising oil prices, industries such as the automotive industry, are
experiencing combination of pricing pressures from raw material costs and changes in
consumer buying habits. The industry is also facing increasing external competition from the
public transport sector, as consumers re-evaluate the private vehicle usage. Roughly half of
the USs fifty one light vehicle plants are projected to permanently close in the coming years
with the loss of another 200,000 jobs in the sector, on top of the 560,000 jobs lost this
decade. As a result, in 2010, China became the largest automobile markets in the world.
10
It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps
to analyse his achievements and evaluate his contribution towards the achievements of the
overall organizational goals. By focusing the attention on performance, performance
appraisal goes to the heart of personnel management and reflects the management's interest in
the progress of the employees.
People differ in their abilities and their aptitudes. There is always some difference between
the quality and quantity of the same work on the same job being done by two different
people. Therefore, performance management and performance appraisal is necessary to
understand each employee's abilities, competencies and relative merit and worth for the
organization.
To judge the gap between the actual and the desired performance.
To judge the effectiveness of the other human resource functions of the organization
such as recruitment, selection, training and development.
based appraisals. Also there are rapid appraisal methods for quick, low cost ways to gather
data for managers information needs.
All of the appraisal methods have been discussed and their advantages and disadvantages are
mentioned. In this paper a new appraisal method has been proposed using the existing
methods. This new method is developed by taking the advantages of the three common
methods including comparative, behavioural and output based. The advantages and
disadvantages of this new method are also discussed. A hierarchical structure discussed in
this paper uses all the appraisal methods accordingly at appropriate levels of the company.
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Behavioural Appraisals
In contrast with comparative appraisals, behavioural appraisals allow supervisors to evaluate
each person's performance independent of other employees but relative to important jobrelated behaviours, which when exhibited can lead to job success.
Graphic Rating Scale: The graphic rating scale allows the rater to mark an employee's job
performance on a five-point or seven-point scale. This method identifies certain subjective
character traits, such as 'pleasant personality', 'initiative' or 'creativity' to be used as basic job
performance criteria. Because of its simplicity, the graphic rating scale is the most frequently
used performance appraisal method.
Checklist: The checklist uses a list of statements or words that are checked by raters. Raters
check statements most representative of the characteristics and performance of an employee.
Typical checklist statements are: can be expected to finish working time, seldom agrees to
work overtime, is cooperative and helpful, accepts criticism, and strives for selfimprovement.
The checklist can be modified so that varying weights are assigned to the statements or
words. The results can then be quantified. Usually, the results are not known by the rater and
are tabulated by someone else, such as a member of the HR unit.
Critical Incidents: In the critical incident method, the manager keeps a written record of the
highly favorable and unfavorable actions in an employee's performance. When something
happens [a 'critical incident' involving a particular employee] the manager writes it down.
Thus, a list of critical incidents is kept during the entire rating period for each employee. The
critical incident method can be used with other methods to document the reasons why an
employee was rated in a certain way.
Essays: The essay (free-form) appraisal method requires the manager to write a short essay
describing each employee's performance during the rating period. The rater usually is given a
few general headings under which to categorize comments. The intent is to allow the rater
more flexibility than other methods do. As a result, the method is often combined with other
methods.
15
Behaviorally Anchored Rating Scales (BARS): BARS utilize critical incidents to focus
appraisal on employee behaviors that can be changed. Thus, a BARS system describes
examples of 'good' or 'bad' behavior. These examples are 'anchored', or measured, against a
scale of performance levels. An example of BARS that rates a university professor's attitude
toward students is sited here. Construction of BARS begins with the identification of
important job dimensions. The dimensions are the most important performance factors in an
employee's description. Assume the major job dimensions associated with teaching are:
course organization, attitude toward students, fair treatment, and competence in subject area.
Short statements, similar to critical incidents, are developed that describe both desirable and
undesirable behaviors. Then they are 'retranslated' or assigned to one of the job dimensions.
This task is usually a group project and assignment to a dimension usually requires the
agreement of 60% to 70% of the group. The group, consisting of people familiar with the job,
then assigns each 'anchor' a number, which represents how 'good' or 'bad' the behavior is.
When numbered, these anchors are fitted to a scale. The drawbacks are: behaviorally
anchored rating scales require extensive time and effort to develop and maintain. Also,
separate BARS forms are necessary to accommodate different types of jobs in an
organization.
360 Degree Appraisal system: In human resources or industrial psychology, 360-degree
feedback, also known as multi-rater feedback, multi source feedback, or multi source
assessment, is feedback that comes from members of an employee's immediate work circle.
Most often, 360-degree feedback will include direct feedback from an employee's
subordinates, peers, and supervisor(s), as well as a self-evaluation. It can also include, in
some cases, feedback from external sources, such as customers and suppliers or other
interested stakeholders. It may be contrasted with "upward feedback," where managers are
given feedback only by their direct reports, or a "traditional performance appraisal," where
the employees are most often reviewed only by their managers.
Output-based Appraisals
While the methods described above focus on job behaviors or processes, output-based
appraisals focus on job products as the primary criteria. The most commonly used
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17
18
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being a part of the organization now and in the future. Training needs are identified. Time is
devoted to discussing quality of work without regard to money issues.
Supervisor becomes more comfortable in reviewing the performance of employees.
Employees feel that they are taken seriously as individuals and that the supervisor is truly
concerned about their needs and goals..
1.9 PITFALLS TO AVOID
When conducting performance appraisals on any level, it is important to keep in mind
the common pitfalls to avoid.
These pitfalls may include but are not limited to:
1. Bias/prejudice-Race, religion, education, family background, age, and/or sex.
2. Trait assessment-Too much attention to characteristics that have nothing to do with the job
is difficult to measure.
3. Over-emphasis on favorable or unfavorable performance of one or two tasks which could
lead to an unbalanced evaluation of the overall contribution.
4. Relying on impressions rather than facts.
5. Holding the employee responsible for the impact of factors beyond his/her control.
6. Failure to provide each employee with an opportunity for advance preparation
(Maddux,1993).
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To identify whether the performance appraisal is in line with the organisational goals.
Secondary Objective:
The management can identify the employee's opinion of the existing performance
appraisal system.
The study can be used to make the present appraisal system more effective and
satisfied among employees.
It could be used to identify training and development needs for the individual and the
organization as a whole
The Companys policy of not disclosing some data and information for obvious
reasons, which would have been very much useful for the report.
Few employees sometime felt disturbed, as they were busy in their job.
Sometimes it was difficult to collect data from their files, because important files are
kept in volt for safety.
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3. LITERATURE REVIEW
1. The purpose of the paper Individual performance appraisal and appraisee reactions to
workgroups is to examine the relationships of individual performance appraisal with
appraisees' reactions towards their workgroups and the mechanisms underlying the
relationships. The results showed that developmental and evaluative performance appraisals
were related to appraisee reactions to the workgroup, both positive and negatives,
respectively. As expected, these two relationships were mediated by perceived cooperative
goals and competitive goals, respectively. Furthermore, procedural justice moderated the
positive relationship between evaluative performance appraisal and perceived competitive
goals in such a way that the relationship was stronger when perceived procedural justice of
the performance appraisal was high. (Chen, Tingting; Wu, Peiguan; Leung, Kwok)
2. The most maligned (and also dreaded) aspect of human resource management is the
process of evaluating an employee's job performance-often referred to as "performance
appraisal." Yet performance appraisal is helpful to, and often even essential to, accomplishing
important goals of all organizations. The article THE IDEAL PERFORMANCE
APPRAISAL IS A FORMAT, NOT A FORM is designed to move closer to an ideal
performance appraisal system. Research was conducted to ascertain all problems that are
occurring with present performance appraisal systems. Performance appraisal systems are
improved by rectifying common shortcomings (e.g. reducing biases, training those involved,
using formats with research substantiation). However, the most important changes required
1) clarifying the goals of performance appraisal, 2) focusing on both results and behavior
appraisals, 3) adding an appraisal category, 4) better timing, and 5) better involving
constituencies. (Kondrasuk, Jack N)
3. Ethical behavior of organizational members has been the subject of considerable interest
during the past decade both among practitioners and academics. However, performance
appraisal systems, for the most part, have exclusively concentrated on business performance
to the exclusion of ethical dimensions of job performance. Given the increasing importance
of ethical issues in organizations, there is a need to correct this aberration in the current
25
approach to appraisal system development and include ethical dimensions in the performance
appraisal domain. As a first step to the inclusion of ethical dimensions to the job
performance, the paper Appraisal Of Ethical Performance: A Theoretical Model propose a
cognitive model for appraisal ethical performance in organizations. The performance
appraisal literature based on the cognitive processing paradigm (e.g., Landy and Fair, 1980)
provides a rich theoretical foundation for studying ethical judgment process. Specifically, the
cognitive approach describes how the performance judgment process is influenced by
schematic, attributional and affective influences when processing ratee performance
information (Selvarajan, T T, Sardessai, Ron)
4.Organizations develop performance appraisal systems to motivate and reward employee
performance; however, effectiveness of the appraisal system depends on employee reactions
to the appraisal process and the outcomes they receive. The public service agency in this
study developed a performance appraisal system to increase and reward employee
productivity. The study Predicting Employee Attitudes and Performance from Perceptions of
Performance Appraisal Fairness offers a rare opportunity to examine how employee
perceptions of performance appraisal fairness (procedural, distributive, and interactional)
predicted employee reactions to the system including employee performance, organizational
commitment, supervisory satisfaction, job satisfaction, and pay satisfaction. Findings show
procedural fairness is a significant predictor of each of the dependent variables, while
distributive fairness predicts performance and organizational commitment. Interactional
fairness predicts supervisory satisfaction and organizational commitment (Swiercz, Paul M
Bryan, Norman B Eagle, Bruce W; Bizzotto, Victoria; Renn, Rober W)
5.Adnan Riaz1 & Dr. Jameel Qazi (2007) this study was conducted to investigate the
impact of HRM practices on perceived organizational performance. Total six HRM practices
such as training, performance appraisal, job definition, compensation, selection, career
planning, were taken as independent variables while perceived organizational performance as
dependent variable. Through questionnaire survey a response of 223 employees working in
different telecom organizations were collected,which showed that HRM practices are being
implemented and the key contributor to the enhanced organizational performance in the
26
telecom sector while training and selection were found significantly related with perceived
organizational performance. Managerial implications and conclusions are presented based
upon these results.
6. Subhash C. Kundu, Divya Malhan (2009) studied that Competitive advantage of a
company can be generated from human resources (hr) and company performance is
influenced by a set of effective hrm practices. In this study, researcher intended to assess the
hr practices in insurance companies. Training and benefits was found highly in practice in
the insurance companies. Further, performance appraisal, selection and socialization of
employees, and hr planning and recruitment were moderately practised in insurance
companies. Workforce diversity and contemporary hr practices and competitive
compensation were also practiced to some extent. Anova results showed that Indian
companies did not practise workforce diversity. Compensation practices were found more
competitive or performance based in Multinational insurance companies than in Indian ones.
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4. RESEARCH METHODOLOGY
Research in common parlance refers to search for knowledge. Redman and Mory define
research as a Systematized effort to gain new knowledge. Research is an academic activity
and such the term should be used in technical sense. According to Clifford Woody, Research
comprises defining and redefining problem, formulating hypothesis or suggested solutions;
collecting, organizing and evaluating data; making deductions and research conclusions; and
at last carefully testing the conclusions to determine whether they fit the formulating
hypothesis.
Research is thus an original contribution to the existing stock of knowledge making for its
advertisement. It is pursuit of truth with the help of study, observation, comparison and
experiment. In short the search for knowledge through objective and systematic method of
finding solution to problem is research.
Secondary Sources:
Different newsletters.
STATISTICALTOOLS
Graphical representation
Percentage analysis
PERCENTAGE ANALYSIS
It refers to a special kind of ratio. Percentage is used in making comparison between two or
more series of data; percentages are used to determine relationship between the series if data
finding the relative differences becomes easier through percentage.
It is expressed as,
Percentage (%) =
No. of respondents
x 100
31
32
No. of respondents
89
11
Percentage (%)
89
11
100
100
FINDINGS:
From the above table, it can be inferred that 89% of the respondents are male and 11% of the
respondents are female.
INTERPRETATIONS:
From this we can interpret that the organisation is male dominated and hardly few female
employees are there.
33
No. Of Respondents
25
23
30
12
10
100
34
Percentage (%)
25
23
30
12
10
100
FINDINGS:
25% say no that performance appraisal is not executed properly, 23% say rarely, 30% say
sometimes, 12% say often and 10% say very often
INTERPRETATIONS:
As majority of the employees feel that the appraisal system is carried out properly which
show the accuracy of the performance appraisal system. Many feel no may be because they
were not given proper training.
35
30
25
20
15
10
5
0
NO
RARELY
SOMETIMES
OFTEN
VERY OFTEN
No. Of Respondents
28
54
18
35
Percentage (%)
28
54
18
Above15Years
Total
100
100%
36
FINDINGS:
From the above table, it can be inferred that 54% of the respondents are having 5-10years
experience persons, 28% of the respondents have below 5Years of experience persons, 18%
of the respondents are having 10-15years of experience and no respondents have experience
more than 15years.
INTERPREETATIONS:
From this we can interpret that 50% of the employees have 5-10 years of experience which
shows that organisation has good qualified employees which will help the organisation to
increase its productivity.
37
No. Of Respondents
28
19
04
49
100
Percentage (%)
28
19
04
49
100%
38
Chart Title
60%
50%
40%
30%
20%
10%
0%
fortnightly
monthly
quaterly
bi-annually
Column2
No. of respondents
100
100
Percentage (%)
100
100
FINDINGS:
From the above table, it can be inferred that 100% of the respondents agree that performance
appraisal is conducting once a year.
39
INTERPRETATIONS:
As this is a huge organisation once in a year appraisal is good. The main purpose of
appraisals is to help managers effectively staff companies and use human resources, and,
ultimately, to improve productivity. When conducted properly, appraisals serve that purpose
by: (1) showing employees how to improve their performance, (2) setting goals for
employees, and (3) helping managers to assess subordinates' effectiveness and take actions
related to hiring, promotions, demotions, training, compensation, job design, transfers, and
terminations.
40
No. of respondents
Percentage (%)
100
100
100
100
Conducting
identity
motivating
methods
To decide monetary benefits
Identifying barriers of
performance
All of the above
Total
Sources: Primary Data
FINDINGS:
From the above table, it can be inferred that 100% of the respondent's agree that the reason
for conducting performance appraisal includes all the factors such as to identity motivating
methods, to decide monetary benefits and identity barriers for performance.
INTERPRETATIONS:
From this we can interpret that the organisation has proper reasons for which they conduct
performance appraisal. This helps the organisation to motivate employees, provide rewards
and helps them to improve their performance.
41
No. of respondents
Percentage (%)
37
18.5
13
50
13
50
Appraisal conducted
During working hours
During non-working hours
Total
Sources: Primary Data
FINDINGS:
From the above table, it can be inferred that for 87% of the respondents' performance
appraisal is conducted during working hours and for 13% respondents' performance appraisal
is conducted during non-working hours.
INTERPRETATIONS:
From this we can interpret that the appraiser will be able to better assess the employee as he
is actually working and will improve the effectiveness of the appraisal. However it may aslo
be negative as the employee will get conscious about it and may fake to work effectively at
that point.
42
Conducts
Performance appraisal
Superior
Peers
Everyone
Outsider
Total
No. Of Respondents
100
100
Percentage (%)
100
100
43
FINDINGS:
From the above table, it can be inferred that for 100% of the respondents performance
appraisal is conducted by outsiders.
INTERPRETATIONS:
Outsider doing performance appraisal has its pros and cons. Pros are that it will reduce the
favouritism in the organisation and the appraisal system will be free of biasness where the
cons are that the outsider may not be aware about the job duties so he may not provide
effective appraisal.
No. Of Respondents
20
77
03
100
Percentage (%)
20
77
03
100
44
FINDINGS:
From the above table, it can be inferred that 77% of respondents feel that the reason for
performance appraisal is discussed sometimes, 20% of the respondent's feel it is discussed
always and 3% of respondents say reason is never discussed.
INTERPRETATIONS:
The reason for performance appraisal must always be communicated with the employees.
This will improve the effectiveness of the performance appraisal and employees will be more
involved.
45
No. Of Respondents
Percentage (%)
performance
Nil
Once
100
100
Twice
Thrice
Total
Sources: Primary Data
100
100%
FINDINGS:
From the above table, it can be inferred that for 100% of the respondents meeting on
performance is conducting once a year.
INTERPRETATIONS:
Employees must always be told about their performance at a regular interval. However in this
organisation they only are told about their performance once in a year. If employees are
regularly told about their performance they are more satisfied with the organisation.
No. Of Respondents
12
69
19
100
FINDINGS:
46
Percentage (%)
12
69
19
100
From the above table, it can be inferred that 69% of the respondents feel the performance
appraisal relates to some extent to organization goals, 19% feel to a low extent and12% feel
to a high extent it relates.
INTERPRETATIONS:
Employees are always told by the superiors that they must perform their work according to
the organisational goals. Therefore the performance appraisal must also be in line with the
organisational goals.
47
No. of
Always
Sometimes
Never
Total
Sources: Primary Data
Respondents
100
100
Percentage (%)
100
100
FINDINGS:
From the above table, it can be inferred that 100% of the respondents say they are never
involved in designing the appraisal system.
INTERPRETATIONS:
Employees need to be actively engaged in the process. This is important. In many, if not
most companies, performance management is something that managers do and employees
receive. That tends to lead to employees being disengaged from the process, and even
cynical about it. For performance management to be truly effective, we need to change that
paradigm.
Relevance
Highly relevant
Relevant
No idea
Irrelevant
Highly irrelevant
Total
Sources: Primary Data
No. Of Respondents
Percentage (%)
87
13
-
87
13
-
100
100
48
FINDINGS:
From the above table, it can be inferred that 87% of the respondents feel that performance
appraisal is highly relevant to employee job and 13% feel it is relevant.
INTERPRETATIONS:
Performance appraisal is very vital for any organisation as it forms basis for promotion,
salary increments, rewards etc. this enables the organisation to give performance based
incentives and also will reduce biasness in the organisation.
49
No. of Respondents
100
100
Percentage (%)
100
100
FINDINGS:
From the above table, it can be inferred that 100% of the respondents mostly share their
opinion and suggestions to their managers.
INTERPRETATIONS:
This shows that managers are very friendly with the employees and therefore the employees
share their suggestions and opinions which makes this organisation very special to work for.
In any organisation where employees share a good bind with superiors is always a profit
making organisation.
No. of respondents
100
100
Percentage
100
100%
50
FINDINGS:
From the above table, it can be inferred that 100% of the respondents are given training to fill
the appraisal form.
INTERPRETATIONS:
It is always important to give training to the employees to fill the appraisal form as they are
not aware on how to fill it. This will increase the accuracy of the appraisal and will provide
accurate results on help in taking decisions.
No. of respondents
Percentage (%)
Completely Aware
Aware to an extent
Not Aware
Total
Sources: Primary Data
100
100
100
100%
FINDINGS:
From the above table, it can be inferred that 100% of the respondents feel that the appraiser is
not aware of their job responsibilities and duties.
INTERPRETATIONS:
This is a very negative loophole for the organisation as they are not aware about the job
responsibilities and duties. Then on what basis are they appraising the employees. This will
make the performance appraisal null.
No. of respondents
Percentage (%)
Frequently
Occasionally
Never
Total
Sources: Primary Data
89
11
100
89
11
100%
FINDINGS:
From the above table, it can be inferred that 11% of the respondents feel that feedback is
provided occasionally whereas 89% feel that feedback is provided frequently.
INTERPRETATIONS:
In performance appraisal giving feedback to the employees is very important as that feedback
will help the employees to improve his skills wherever he lacks. Feedback also motivates the
employees as he starts feeling loyal for this organisation.
IMPROVEMENT
No. of respondents
34
40
26
100
Percentage (%)
34
40
26
100%
FINDINGS:
From the above table, it can be inferred that 40% of the respondents feel the rater is less
involved, 34% of the respondents feel they are highly involved and 26% of the respondents
are not involved.
:
No. Of Respondents
78
22
100
FINDINGS:
53
Percentage (%)
78
22
100
From the above table, it can be inferred that 78% of the respondents feel performance
appraisal is properly executed while 22% feel it is not properly executed.
INTERPRETATIONS:
Properly executed performance appraisal is always beneficial as the employees are satisfies
that there is no bias in the appraisal system and the organisation can also analyse properly.
No. Of Respondents
46
54
-
Percentage (%)
46
54
100
100
54
FINDINGS:
From the above table, it can be inferred that 54% of the respondents feel the performance
appraisal is reviewed occasionally while 46% of respondents feel they are reviewed
frequently.
INTERPRETATIONS:
From this we can interpret that the organisation does not change its appraisal system and
follows the same for many years. However if the organisation updates its appraisal system
then it may have a drastic impact on the turnover rate which might be positive for the
organisation.
55
56
RECOMMENDATIONS
57
58
CONCLUSION
Kataria Group have been conducting performance appraisal for the past four years. From the
study it has been identified that the performance appraisal is able to identify employees'
potential and find the motivating factors of employees. The major drawback is in terms of the
appraiser and his knowledge regarding employees job responsibilities and duties.
Kataria Group has been running successfully for past 5years and has created a good name
among its customers and society. People having poor background are given training and
provided with jobs. Performance appraisal can be conducted more effectively by using the
right tools and properly reviewing and updating the performance appraisal program.
Suggestion form employees and experienced personnel can further enhance and make the
performance appraisal an ideal evaluation system.
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BIBLOGRAPHY
BOOKS
Human Resource Management. By S. Seetharaman & B.Venkateswara Prasad, Scitech
Publication, 2007.
Kothari, C.R., Research Methodology- Methods & Techniques, New Delhi, New Age
international(P)Ltd.,Publishers,SecondEdition,2004.
Performance Management, Concepts, Practices and Strategies for Organisation success
by S.K.Bhatia, Deep & Deep Publications Pvt. Ltd, 2008.
Statistical Methods for Management, By P.N.Arora & S.Arora New Delhi, Sultan Chand
& Sons Publishers, 2005.
WEBSITES:
www.organizationexpert..com
http://appraisals.naukrihub.com/modern-method.html
http://search.proquest.com/business/docview/1040874023/8239C4CD509
E4E06PQ/18?accountid=143338
http://search.proquest.com/business/docview/932073648/8239C4CD509
E4E06PQ/16?accountid=143338
http://search.proquest.com/business/docview/340285709/8239C4CD509
E4E06PQ/13?accountid=143338
Kundu Subhash C. & Malhan, Divya (2009), Human Resource Management Practices in
Insurance Companies Operating in India: A Study Proceedings of the 13th Asia Pacific
Management Conference, Melbourne, Australia.
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CHAPTER 8: ANNEXURES
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8 .ANNEXURES
QUESTIONNAIRE
Dear Respondent
I am the student of AURO UNIVERSITY Surat, conducting a survey for my project
preparation as the requirement of partial fulfillment of my term on Performance
Appraisal System. I assure you that information given by you is strictly used for
academic purpose only. I request you to help me in gathering information by filling up
the following information.
I am greatly thankful for your co-operation.
DHRUTI PATEL
b) Twice a year
c) No specific time
b) Peers
c) Everyone
d) Outsider
5. Are you informed the reason for conducting performance appraisal programs?
a) Always
b) Sometimes
c) Never
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b) Once
c) Twice
d) Thrice
b) To some extent
c) To a low extent
8. How frequently do you have meetings with your immediate superior regarding
performance improvement?
a) Fortnight b) monthly c) quarterly d) bi-annually
9. Is the performance appraisal developed in relevance to employee job?
a) Highly relevant
10. Do you share your opinion and suggestions freely to the managers during the appraisal
program?
a) Mostly
b) rarely
c) never
b) No
b) Aware to an extent
c) Not aware
13.0ther than performance appraisal does your superior provide you within formal feedbacks
for performance improvement?
a) Frequently
b) Occasionally
c) never
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b) Less supportive
c) Not supportive
18. Is the performance appraisal reviewed and updated now and then?
a) Frequently
b) Occasionally
c) Never
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