A

Project report on

“EFFECTIVENESS OF PERFORMANCE
APPRAISAL SYSTEM AT ITC”

Dissertation submitted in
Partial fulfillment of the requirements for the
Award of the degree in
MASTER’S IN BUSINESS ADMINISTRATION

By
MARKAPURAM SAI LAHARI
Regd No: 21G31E0050

Under the guidance of

G. LAKSHMI DEVI, MBA.
Lecturer in MBA Dept.

MASTER’S IN BUSINESS ADMINISTRATION

St. Johns College of Engineering & Technology
Yemmiganur, Kurnool (Dist.)
2021-2023
 DECLARATION

I hereby declare that this project report entitled “EFFECTIVENESS OF PERFORMANCE

APPRAISAL SYSTEM AT ITC” has been prepared by me during the year 2022-2023 in

partial fulfillment of the requirements for the award of the degree of Master’s in Business

Administration, JNTU Anantapur.

I also declare that this project work is the result of my own efforts and this has not

been submitted to any other university for the award of any degree or diploma.

(MARKAPURAM SAI LAHARI)

 CERTIFICATE FROM THE GUIDE

This is to certify that MARKAPURAM SAI LAHARI submits the project report entitled

“EFFECTIVENESS OF PERFORMANCE APPRAISAL SYSTEM AT ITC” in fulfillment for the award

of Masters in Business Administration, JNTU Anantapur, is a record of bonafied work carried

out by his under my guidance and supervision.

The results embodied in this project have not been submitted to any other university or

institute for the award of any degree or diploma.

G. LAKSHMI DEVI, MBA.

Lecturer in MBA Dept.

St. Johns College of Engineering & Technology,

Yemmiganur,

Kurnool (Dist.)
 Master’s In Business Administration
St. Johns College of Engineering & Technology,
Yemmiganur.

This is to certify that the project entitled “EFFECTIVENESS OF

PERFORMANCE APPRAISAL SYSTEM AT ITC” has been submitted by

MARKAPURAM SAI LAHARI in partial fulfillment of the requirements for the

award of degree of Master’s in Business Administration of JNTU Anantapur for

the academic year 2022-2023.

Head of the Department

 PROJECT VIVA VOCE CERTIFICATE

This is to certify that Mis. MARKAPURAM SAI LAHARI, Reg No: 21G31E0050 has

submitted the mini project entitled to “EFFECTIVENESS OF PERFORMANCE APPRAISAL

SYSTEM AT ITC” and attended for the Project viva voce examination and completed

successful on __________________ for the award of degree of Master’s in Business

Administration of JNTU Anantapur for the academic year 2022-2023.

Examiner HOD of MBA Dept

 ACKNOWLEDGEMENT

“Acknowledgement is an art, one can write glib stanzas without meaning a word, and on the

other hand one can make a simple expression of gratitude”

I would like to acknowledge all those persons who have contributed towards the

successful completion of the project work. I am glad to say that working on this project has

been both illuminating and enjoyable for me.

I wish to express my sincere gratitude to Dr. V. VEERANNA Garu, principal of St.

Johns College of Engineering & Technology, Yemmiganur, Kurnool (Dist.) for consistent help

and providing such facilities to complete.

I wish to thank Dr. S. ANEEL AMRUTHA RAJU Garu, Head of the department of

MBA of St. Johns College of Engineering & Technology who acted as my project guide. His

support and timely suggestions enabled me in completing this work successfully.

I am extremely thankful to my project guide G. LAKSHMI DEVI Madam and to all

my faculty members of MBA Department, St. Johns College of engineering & Technology,

Yemmiganur.

Finally, I express my heart full thanks for all those who are connected directly or

indirectly in successful of my project.

 INDEX

Chapter I: Executive Summary

1.1 Introduction

1.2 Objectives of the study

1.3 Need for the study

1.4 Research Methodology

 Data Collection:
 Primary Data
 Secondary Data

1.5 Limitations for the study

Chapter II: Theriotical Framework

Chapter III: Data Analysis and Data Interpretation

Chapter IV: Summary of Findings

Chapter V: Suggestions and Conclusion

Appendix -1 Bibliography

Appendix -2 Questionnaire
 INTRODUCTION ABOUT THE TOPIC

The term “performance appraisal” refers to the regular review of an

employee’s job performance and overall contribution to a company. Also known
as an annual review, performance review or evaluation, or employee appraisal,
a performance appraisal evaluates an employee’s skills, achievements, and
growth, or lack thereof.

Companies use performance appraisals to give employees big-picture

feedback on their work and to justify pay increases and bonuses, as well as
termination decisions. They can be conducted at any given time but tend to be
annual, semiannual, or quarterly.

A performance appraisal is a regular review of an employee’s job

performance and contribution to a company.

Performance appraisals are also called annual reviews, performance

reviews or evaluations, or employee appraisals.

Companies use performance appraisals to determine which employees

have contributed the most to the company’s growth, review progress, and
reward high-achieving workers.

Although there are many different kinds of performance reviews, the

most common is a top-down review in which a manager reviews their direct
report.

Employees who believe that the evaluation’s construction isn’t reflective

of their company’s culture may feel dissatisfied with the appraisal process.
 OBJECTIVES OF THE STUDY

1. To understand the existing performance appraisal system followed by the

ITC company, Hyderabad.

2. To highlight the significance of performance appraisal system in the

company and establish the link between performance appraisal system and

organizational effectiveness.

3. To identify factors / constraints influencing the effectiveness of the existing

performance appraisal system.

4. To assess the satisfaction level of the employees towards Performance

appraisal system.

5. To extract suggestions and views of the employees.

6. To suggest improvements in the current appraisal system.

 NEED OF THE STUDY

1. To understand the need for the importance and advantage of performance

appraisal system in the business firms.

2. Provide information about the performance ranks based on which decision

regarding salary fixation, confirmation, promotion, transfer and demotion

are taken based on performance appraisal in the company.

3. To provide information which helps to counsel the subordinate.

4. To prevent grievances and in disciplinary activities in the company.

5. This study gives the exposure to our minds to the integrated management

of Human Resource in the various operations, techniques and the

methodologies adopted by the business firms.

 RESEARCH METHODOLOGY

DESCRIPTIVE RESEARCH

This research is the most commonly used and the basic reason for carrying
out descriptive research is to identify the cause of something that is happening.
The research is primarily quantitative in nature. The study is based on data
collected through structured questionnaire from the respondents and
interviews conducted with the respondents.

SAMPLING TECHNIQUE/METHOD

The research technique used is Random Sampling method. Which are

1. Data Collection: Data is the fact of an event. Data is the base for every
research work. The data is mainly classified into two groups.
2. Primary Data: These data are gathered for our research purpose. This is
first-hand information, for this purpose a structured type of questionnaire
was designed and administered.
3. Secondary Data: Books, journals, websites etc., have been consulted for
obtaining related information, and also for cross checking of primary data.

TOOLS AND TECHNIQUES OF DATA COLLECTION

a. To get the response, the questionnaire method was used.

b. The questionnaire used in this study was a structured one.

c. Here the questions were arranged in a specific order and were logically
interconnected for the research study.

d. The advantage of the structured questionnaire lies in the reduction of bias.

e. Questionnaire containing of both open-ended questions and close-ended
questions.

CONTACT METHOD

Personnel Interview: The respondents were contacted personally interviewed

them and collected their views, opinions and suggestions given by them.

Sample Size: we used 50 respondents.

Sample Procedure: The study required probability method since the sample
was chosen at random. Hence the study was dealt with simple random tool.
 LIMITATIONS OF THE STUDY

1. The study pertains only to the employees of ITC only.

2. The total number of respondents were only restricted to 50 employees.

3. The study is limited only to the officials hence broad generalization about

the company may not be possible.

4. The data is collected through questionnaire hence the response from the

respondents may not be correct.

5. An interaction between officials was limited due to the busy schedule.

6. The study is constrained only to performance appraisal system in ITC.

7. Time and Resource constraints.

 THERIOTICAL FRAMEWORK

Performance appraisals are usually designed by human resources (HR)

departments as a way for employees to develop in their careers. They provide
individuals with feedback on their job performance, ensuring that employees
are managing and meeting the goals expected of them and giving them guidance
on how to reach those goals if they fall short.

Because companies have a limited pool of funds from which to award

incentives, such as raises and bonuses, performance appraisals help determine
how to allocate those funds. They provide a way for companies to determine
which employees have contributed the most to the company’s growth so that
companies can reward their top-performing employees accordingly.

Performance appraisals also help employees and their managers create a

plan for employee development through additional training and increased
responsibilities, as well as to identify ways that the employee can improve and
move forward in their career.

Ideally, the performance appraisal is not the only time during the year
that managers and employees communicate about the employee’s
contributions. More frequent conversations help keep everyone on the same
page, develop stronger relationships between employees and managers, and
make annual reviews less stressful.

CRITICISM OF PERFORMANCE APPRAISALS

Performance appraisals are designed to motivate employees to reach

and/or exceed their goals. But they do come with a lot of criticism. An issue with
performance appraisals is that differentiating individual and organizational
performance can be difficult. If the evaluation’s construction doesn’t reflect the
culture of a company or organization, it can be detrimental. Employees report
general dissatisfaction with their performance appraisal processes. Other
potential issues include:

1. Distrust of the appraisal can lead to issues between subordinates and

supervisors or a situation in which employees merely tailor their input to
please their employer.
2. Performance appraisals can lead to the adoption of unreasonable goals
that demoralize workers or incentivize them to engage in unethical
practices.
3. Some labor experts believe that the use of performance appraisals has led
to lower use of merit- and performance-based compensation.
4. Performance appraisals may lead to unfair evaluations in which employees
are judged not by their accomplishments but by their likability. They can
also lead to managers giving underperforming staff a good evaluation to
avoid souring their relationship.
5. Unreliable raters can introduce a number of biases that skew appraisal
results toward preferred characteristics or ones that reflect the rater’s
preferences.
6. Performance appraisals that work well in one culture or job function may
not be useful in another.

HOW TO ORGANIZE A PERFORMANCE APPRAISAL PROCESS

Conducting a performance review with an employee requires skill and

training on the part of the appraiser. The negative perception that is often
associated with the performance appraisal is due in part to a feeling of being
criticized during the process.
 The way the sender of a message uses language determines how the other
person interprets the message once received. This can include tone of voice,
choice of words, or even body language. Because a performance appraisal is
meant to provide constructive feedback, it is crucial that appropriate language
and behavior are used in the process.

Human Resources (HR) are the support system for managers and
supervisors to be trained in tactfully handling the appraisal process. Here’s the
performance appraisal process:

1. The assessment process is usually facilitated by Human Resources, who

assist managers and supervisors in conducting the individual appraisals
within their departments.
2. An assessment method should be established.
3. Required competencies and job expectations need to be drafted for each
employee.
4. Individual appraisals on employee performance are conducted.
5. A one-on-one interview is scheduled between the manager and employee
to discuss the review.
6. Future goals should be discussed between employee and manager.
7. A signed-off version of the performance review is archived.
8. Appraisal information is utilized by human resources for appropriate
organizational purposes, such as reporting, promotions, bonuses or
succession planning.

MODERN METHOD OF PERFORMANCE APPRAISAL

There are some common and modern appraisal methods that many
organizations gravitate towards, including:
1. Self-evaluation :- In a self-evaluation assessment, employees first conduct
their performance assessment on their own against a set list of criteria.

The pro is that the method helps employees prepare for their own
performance assessment and it creates more dialogue in the official
performance interview.

The con is that the process is subjective, and employees may struggle with
either rating themselves too high or too low.

2. Behavioral checklist :- A Yes or No checklist is provided against a series of

traits. If the supervisor believes the employee has exhibited a trait, a YES is
ticked. If they feel the employee has not exhibited the trait, a NO is ticked off. If
they are unsure, it can be left blank.

The pro is the simplicity of the format and its focus on actual work-relate
tasks and behaviors (i.e., no generalizing).

The con is that there is no detailed analysis or detail on how the employee
is actually doing, nor does it discuss goals.

3. 360-degree feedback :- This type of review includes not just the direct
feedback from the manager and employee, but also from other team members
and sources. The review also includes character and leadership capabilities.

The pro is that it provides a bigger picture of an employee’s performance.

The con is that it runs the risk of taking in broad generalizations from
outside sources who many not know how to provide constructive feedback.

4. Ratings scale :- A ratings scale is a common method of appraisal. It uses a set

of pre-determined criteria that a manager uses to evaluate an employee against.
Each set of criteria is weighted so that a measured score can be calculated at the
end of the review.

The pro is that the method can consider a wide variety of criteria, from
specific job tasks to behavioral traits. The results can also be balanced thanks to
the weighting system. This means that if an employee is not strong in a
particularly minor area, it will not negatively impact the overall score.

The con of this method is the possible misunderstanding of what is a good

result and what is a poor result; managers need to be clear in explaining the
rating system.

5. Management by objectives :- This type of assessment is a newer method that

is gaining in popularity. It involves the employee and manager agreeing to a set
of attainable performance goals that the employee will strive to achieve over a
given period of time. At the next review period, the goals and how they have
been met are reviewed, whilst new goals are created.

The pro of this method is that it creates dialogue between the employee
and employer and is empowering in terms of personal career development.

The con is that it risks overlooking organizational performance

competencies that should be considered.

The above disclosed five are the modern appraisal methods that many
organizations gravitate towards in order to evaluate their employees.
 DATA ANALYSIS AND INTERPRETATION

Table 7.1. Gender Position of employees.

GENDER NO OF RESPONDENTS PERCENTAGE (%)

Male 42 84
Female 8 16
Total 50 100
Chart 7.1. Chart showing the gender position.

90

80

70

60

50

40

30

20

10

0
NO OF RESPONDENTS PERCENTAGE (%)

Male Female

Analysis: The table shows that 84% of the respondents are male employees
working at ITC and 16% of the respondents are Female employees working at
ITC, Hyderabad.

Interpretation: It can be observed that maximum respondents are male & only
few Female employees are working in the company under the Frontline
Executive category that is from Engineer to Manager (E2-E5) which mainly
considered for this research survey.
Table 7.2. Age Group (in years) of employees.

AGE GROUP TOTAL PERCENTAGE

25 -35 11 22
35 – 45 9 18
45 and above 30 60
Total 50 100
Chart 7.2. Chart showing the Age Group.

70

60

50

40

30

20

10

0
25 -35 35 – 45 45 and above

TOTAL PERCENTAGE

Analysis: The above table clearly states that 60% of respondents belong to age
group of 45 years & above and 22% respondents belong to age group of 25 to
35 years and 18% of the respondents belong to age group of 35 to 45 years in
the organization.

Interpretation: Analysis clearly states that most of the respondents working in

the company has a year of experience in their field of work in the concerned
department. By this, we can analyze that 30 employees are between the age
group of 45 and above, 9 employees are between the age of 35 -45 years and 11
number of employees are between the age of 25-35 years.
Table 7.3. Work experience [in years] of the employees.

WORK EXPERIENCE NO OF RESPONDENTS PERCENTAGE

0-10 10 20
10-20 15 30
20-30 25 50
Total 50 100
Chart 7.3 Chart showing the work experiences of the employees.

60

50

40

30

20

10

0
0-10 10-20 20-30

NO OF RESPONDENTS PERCENTAGE

Analysis: The table clearly shows that the experience of the employees in the
organizations in which 50% of the employees have work experience of about 20-
30 years, and 20% of respondents have an experience of fewer than 10 years
and 30% of the respondents have an experience of 10-20 years in ITC.

Interpretation: Most of the employees in the organization have a well verse

experience in the organization as they have been working for a greater number
of years in the same company and providing service to their company. It clears
shows that employees enjoy the work culture and ambiance of ITC and hence
have been working in the company for years.
Table 7.4. How is your performance appraised- individually, in a team or both?

RESPONDENTS NO OF RESPONDENTS PERCENTAGE

Individually 20 40
In team 17 34
Both 13 26
Total 50 100
Chart 7.4 Chart showing on how the performance is appraised of the employees.
45

40

35

30

25

20

15

10

0
Individually In team Both

NO OF RESPONDENTS PERCENTAGE

Analysis: The table clearly shows that the 40% of the employees says that
performance is appraised individually, 34% as per the team and 26% on the basis
of the both.

Interpretation: Most of the employees in the organization believe that the

performance is evaluated on the basis of individuals, because individuals are the
part of the team. Because the efforts are can’t be separatable.
Table 7.5. Table showing the opinion of appraisal system.

Particulars No of Respondents Percentage (%)

Too Short 9 18
Too Long 1 2
Satisfactory 4 80
Total 50 100
Chart 7.5 Chart showing opinion about the performance appraisal system.

90

80

70

60

50

40

30

20

10

0
Too long Too short Satisfactory

NO OF RESPONDENTS PERCENTAGE (%)

Analysis: The above graph shows that 80% of the respondents are satisfied
regarding the cycle time of performance appraisal system; whereas 18% of the
respondents say it's too long and 2% of the respondents say it's too short.

Interpretation: From the above analysis it is clear that employees in the

organizations feels that the cycle time which is used in the appraisal system is
not too long or too short as they think it is satisfactory. Thus, the employees are
satisfied with the cycle time of the system.
Table 7.6. Table showing appraisal system improves motivation and job
satisfaction.

RESPONSE NO OF RESPONDENTS PERCENTAGE (%)

Yes 46 92
No 4 8
Total 50 100
Chart 7.6 Chart presenting appraisal system improves motivation and job
satisfaction.

100
90
80
70
60
50
40
30
20
10
0
NO OF RESPONDENTS PERCENTAGE (%)

Yes No

Analysis: Above table 7.6 clearly states that 92% of the respondents agree that
system helps in improving Motivation and Job satisfaction of the employees in
the organization and 8% of the employee's feels that performance appraisal
system does not help in improving Motivation and Job satisfaction of the
employees in the organization.

Interpretation: From the above analysis it can be inferred that Performance

appraisal helps in Motivation and Job satisfaction. As the job satisfaction helps
the employers in knowing the works which are done by the workforce plus if
recruits are aggravated by means of the appraisal given by their appraisers they
would be motivated and satisfied and carry on the work more effectively.
Table 7.7. Table presenting the use of performance appraisal system.

PARTICULARS NO OF RESPONDENTS PERCENTAGE (%)

Promotion 48 92
Job-enlargement 1 2
Job rotation 0 0
Training needs 3 6
Total 50 100
Chart 7.7 Chart showing the use of performance appraisal in the company.

100
90
80
70
60
50
40
30
20
10
0
Promotion Job-enlargement Job rotation Training needs

NO OF RESPONDENTS PERCENTAGE (%)

Analysis: From the above data it analyzed that 92% of the respondents feel that
appraisal in the company is used for promotion purpose whereas 6% of the
respondents feel that performance appraisal system is used for training needs
and the rest say that it is used for job enlargement.

Interpretation: The employees are appraised on a regular basis so as they would

perform better and many employees thinks that if they perform better in the
organization they would be promoted to higher or to the managerial levels easily
by their performance so they use performance as a tool to getting promotion in
the organization.
Table 7.8. Table showing improvement of performance after the use of
appraisal system in the company.

RESPONSE NO OF RESPONDENTS PERCENTAGE (%)

Yes 48 96
No 2 4
Total 50 100
Chart 7.8 Chart showing improvement of performance after appraisal system.

120

100

80

60

40

20

0
NO OF RESPONDENTS PERCENTAGE (%)

Yes No

Analysis: Based on that it is clear that 98% of the respondents feel that their
performance will improve after the process of performance appraisal whereas
4% of the respondents think that even after the process of performance
appraisal, they dint get a chance to improve.

Interpretation: Performance appraisal system helps in improving the individual

performances and as well as team’s performances. so, the employees are given
a chance to change and improve accordingly.
Table 7.9. Table showing method of performance appraisal.

PARTICULARS NO OF RESPONDENTS PERCENTAGE (%)

Annual Confidential Report 23 46
Self-appraisal 1 2
E-MAP 26 52
Total 50 100
Chart 7.9 Chart showing the method of an appraisal system.

60

50

40

30

20

10

0
Annual Confidential Report Self-appraisal E-MAP

NO OF RESPONDENTS PERCENTAGE (%)

Analysis: From the table and graph it is observed that 52% of the respondents
want E-MAP, whereas 46% of the respondents prefer Annual Confidential
Report system and 2% of the respondents want self-appraisal system.
Interpretation: It can be concluded most of the employees working in the
organization prefer E-MAP method of performance appraisal stem which was
introduced recently in the organization as it avoids any errors or it maintains
secretarial information about the contents which are not open to all the
employees to refer and many of them also prefer Annual Confidential Report
method as it was just like the progress report which could be easily seen but it
had many drawbacks regarding the accuracy as it was confidential so EMAP
method which is an online appraisal system was introduce in the company and
most of them prefer this method.
Table 7.10. Table showing kind of feedback received the most.

PARTICULARS NO OF RESPONDENTS PERCENTAGE (%)

Positive 8 16
Negative 1 2
Both 41 82
Total 50 100
Chart. 7.10 Chart showing the kind of feedback received most.

90

80

70

60

50

40

30

20

10

0
Positive Negative Both

NO OF RESPONDENTS PERCENTAGE (%)

Analysis: From the Graph, it is observed that 82% of the respondents have
received both positive and negative feedbacks regarding their performance in
the company whereas 16% of the respondents have received only positive
feedback from their appraiser and 2% of the respondents feel that they have
received negative feedback from their appraiser.

Interpretation: From the above analysis, it is clear that the appraisee receive
both positive as well as negative feedback by the appraiser, which shows the
integrity towards the feedback to genuinely to improve the performance of the
employees in the organization.
 FINDINGS

A study on Performance appraisal system was conducted at ITC to make

an analysis of the existing performance appraisal system. A questionnaire was
administered for a group of respondents that comprises of 50 executives of the
company. The data was so collected and analyzed. The evaluation of the data
collected from respondents reveals the following findings.

1. 84% of the respondents were male employees working at ITC and 16% of the
respondents were female employees working at ITC.
2. 60% of the employees belong to the age group of 45 and above.
3. 50% of the employees have a work experience of more than 20 to 30 years.
4. Most of the respondents have the same opinion that appraisal system helps
in organizing the works expected of them.
5. 96% of the respondents agree that they were motivated by the appraisal
system followed in the company and also think that it provides them a sense
of satisfaction on the job they have been assigned to.
6. Maximum number, of the respondents has an view that present appraisal
systems cycle time is satisfactory.
7. 92% of the employees have the same opinion that performance appraisal on
the company is used for promotion purposes.
8. According to the study, performance appraisal system gives a sense of
fulfillment for the employees.
9. Majority of the respondents feel that they receive both positive and negative
from company as feedback during and after performance appraisal.
10. The employees are mostly satisfied with the E-Map system but still few of
them feel that require the old Annual Confidential Report method to be
followed.
 SUGGESTIONS

Although, most of the officials at ITC endorsed that E-MAP is a viable

instrument of performance appraisal, the technique can be additionally
enhanced by adhering to the following recommendations:

1. As per findings, it can be recommended that the company should

incorporate E-MAP and a large portion of them needs the past system which
they were following that is Annual Confidential Report (ACR).
2. It will be better if the Organization gives performance and potential
appraisal rewards frequently.
3. I would recommend the organization that if feedbacks are offered month to
month to the representatives, they would enhance their performance more
adequately than giving input in once in a half year.
4. Superiors are supposed to continue a cordial relationship with workers and
officers’ recognition of the employee's efforts and provide guidance to
workers.
5. E-MAP System should not just utilize KRA's for the evaluation of the
employee’s performance however general performance of the employees
additionally needs appearance in E-MAP. So, I would suggest that the
usefulness of E-MAP should be enhanced by incorporating 360 degree
performance appraisal system in future.
6. Promotions of representatives should be founded on the execution and not
simply on experience.
7. Employee's suggestions and recommendations should be considered during
the appraisal.
 CONCLUSIONS

In the whole company performance appraisal system framework is

essential keeping in mind the end goal to know how well the representatives are
been performing out their employments which is assigned to them so it is
important for every one of the organizations requires to take after a viable
execution examination framework. Human Resource is the central wellspring of
each association. Each worker in a business expands the profitability and
altruism of each organization. A representative, being an individual is dealt with
as resources in the association. So, the association ought to chiefly accentuation
execution examination strategies and its improvement programs. Both the
appraiser and assess ought to understand the standard and utilize the apparatus
of evaluation framework valuably for the thriving of the association. Workers
are happy with the present performance appraisal frameworks many as new
evaluation methods have developed; the association can actualize current
procedure. So, by making performance and development designs the appraisers
enhances the general performance of the workers and later they are given
appropriate job for those specific employees to be successful. In the event that
the proposed measures are taken into consideration it will expand the viability
of performance appraisal system.
 ANNEXURE - 1

BIBLIOGRAPHY

BOOKS

1. David. E. Guest. (2011). Human Resource Management and Performance.

International Journal of Human Resource Management, 8(3), 263-276.
2. Gary. P. Latham, Kenneth. N. Wexley. (1995). Increasing productivity
through performance appraisal. The International Journal of Human
Resource Management, 11(2), 557-560.
3. Audrey Korsgaaard, Loriann Roberson. (1995). Procedural Justice in
Performance Evaluation. Journal of Management, 21(4), 384-386.
4. Human Resource Management- VSP Rao.
5. Human Resource Management- K Ashwathappa.

WEBSITES

1. www.itc.com
2. www.wikipedia.org
3. www.google.com
 ANNEXURE - 2

QUESTIONNAIRE

Dear respondents,

I am delighted to introduce myself as SAI LAHARI.M, as an MBA student

of St, John’s college of engineering and technology, Yerrakota. I have undertaken
a research study on “Effectiveness of performance appraisal system at ITC” as
a part of my MBA core curriculum. I honestly request you to fill the questions in
this questionnaire as truthful as possible. Honest responses would provide well-
built basis to come to conclusion. I assure you that all information gathered will
be held classified and used only for the point of research and academic only.

PART - A

DEMOGRAPHIC INFORMATION

1. Respondents Name:
2. Gender: Male [ ]
Female [ ]
3. Age: 25 year-35 years [ ]
35 year-45 years [ ]
45 years and above [ ]

4. Work experience: 0-10 years [ ]

10-20 years [ ]
20 -30 years [ ]
5. Designation:

6. Qualification:
 PART - B

RESEARCH DATA

1. As an appraisee are you aware of workflow of performance appraisal system

in your organization?
a. Yes [ ] b. No [ ]
2. As an appraisee, do you think performance appraisal helps in organizing the
work you are expected to do?

a. Yes [ ] b. No [ ]

3. Do you think performance appraisal improves motivation and job

Satisfaction?

a. Yes [ ] b. No [ ]

4. What is your opinion about cycle time of performance appraisal system?

a. Too long [ ]

b. Too short [ ]

c. Satisfactory [ ]

5. As an appraisee, are you receiving feedback on your performance?

a. Yes [ ] b. No [ ]

6. The performance appraisal in company is used for?

a. Promotion [ ]

b. Job-Enlargement [ ]

c. Job Rotation [ ]

d. Training Needs [ ]
7. Have you improved yourself after getting information from HR department
about your performance?

a. Yes [ ] b. No [ ]

8. Do you think that the performance of employees will improve after the
process of performance appraisal?

a. Yes [ ] b. No [ ]

9. As an appraisee, which method do you prefer for your performance

appraisal?

a. Annual confidential report [ ]

b. Self-appraisal [ ]

c. E-MAP [ ]

10. As an appraisee, what kind of feedback have you received the most?

a. Positive [ ]

b. Negative [ ]

c. Both [ ]

11. What is your opinion about the effectiveness of E-MAP as a tool of

performance appraisal?

a. Excellent [ ]

b. Good [ ]

c. Average [ ]

d. Poor [ ]
12. What would be the suggestions that you would want to suggest to the
company for any kind of improvement in the performance appraisal
system?

Response

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