“A STUDY ON EFFECTIVENESS OF PERFORMANCE

APPRAISAL AT TATA STEEL, UISL”

A
SUMMER INTERNSHIP PROJECT REPORT
SUBMITTED IN THE PARTIAL FULFILMENT
OF THE REQUIREMENTS OF
ARKA JAIN UNIVERSITY

For the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION
For the session 2020-2023

Submitted By
Name: SAIMA NISHAT
University Enrollment Number: AJU/210192

Faculty Mentor
Name: Prof. Prince Jaiswal
Designation: Asst. Professor

School of Commerce and Management, ARKA JAIN

UNIVERSITY

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 DECLARATION BY THE STUDENT

I, SAIMA NISHAT, hereby declare the project titled “A STUDY ON

EFFECTIVENESS OF PERFORMANCE APPRAISAL AT TATA STEEL, UISL””,
has been carried out by me during my ‘SUMMER INTERNSHIP PROJECT REPORT’
and is hereby submitted in the partial fulfilment of the requirement of ARKA JAIN
UNIVERSITY for the award of the degree of Bachelor of Business Administration.

To the best of my knowledge, the project undertaken, has been carried out by me and is my
original work. The contents of this report are authentic and this report has been submitted
to ARKA JAIN UNIVERSITY and it has not been submitted elsewhere for the award of
any Certificate/ Degree/ Diploma etc.

Signature of the Student

Name of the Student: SAIMA NISHAT
University Enrollment No.: AJU/210192
B.B.A (2021- 2024)

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 CERTIFICATE OF APPROVAL

This Internship Report of “SAIMA NISHAT” titled “A STUDY ON EFFECTIVENESS

OF PERFORMANCE APPRAISAL AT TATA STEEL, UISL” is approved in quality
and form and has been found to be fit for the Partial Fulfilment of the requirements of
ARKA JAIN UNIVERSITY for the award of the degree of Bachelor of Business
Administration.

Approval of the Program Coordinator Approval of the Assistant Dean

Department of B.B.A School of Commerce and
Management
School of Commerce and Management ARKA JAIN UNIVERSITY
ARKA JAIN UNIVERSITY

APPROVAL OF THE EXAMINER

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 CERTIFICATE FROM THE FACULTY MENTOR

This is to certify that SAIMA NISHAT, of ARKA JAIN UNIVERSITY, AJU/210192, a

student of BBA (2021-2024), has undertaken Internship Report Title “A STUDY ON
EFFECTIVENESS OF PERFORMANCE APPRAISAL AT TATA STEEL, UISL”
for the partial fulfilment of the requirement of ARKA JAIN UNIVERSITY for the award
of the degree of Bachelor of Business Administration, under my supervision.

Signature of the Faculty Mentor,

Name of the Faculty Mentor: Prof. Prince Jaiswal
Designation of the Faculty Mentor: Asst. Professor

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 ACKNOWLEDGEMENT

I take this opportunity to thank my faculty mentor Prof. Prince Jaiswal, SCHOOL OF
COMMERCE AND MANAGEMENT, ARKA JAIN UNIVERSITY, for his/ her
valuable guidance, closely supervising this work over with helpful suggestions, which
helped me to complete the report properly and present.
More importantly, his/ her valuable advice and support helped me to put some creative
efforts on my project. He/ She has really been an inspiration and driving force for me has
constantly enriched my row ideas with his vast experience and knowledge.

Specially, I would also like to give my special thanks to my parents whose blessings and
love enabled me to complete this work properly as well.

Name of the Student: SAIMA NISHAT

University Enrollment No.: AJU/210192
B.B.A (2021-2024)

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INDEX

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 CHAPTER NO. CHAPTER NAME PAGE NO.
Executive Summary 8
Chapter 1 Introduction of the topic 9
Chapter 1.1 Meaning of Performance Appraisal 9
Chapter 1.2 Methods of Performance Appraisal 9
Chapter 1.3 Advantages of Performance Appraisal 10
Chapter 1.4 Disadvantages of Performance Appraisal 13
Chapter 1.5 Performance Appraisal Process Effectiveness 14
Chapter 2 Company Profile 16
Chapter 3 Review of Literature 18
Chapter 3.1 Research Gap 20
Chapter 4 Project Objectives 21
Chapter 4.1 How was the objective achieved ? 20
Chapter 5 Research Methodology 23
Chapter 6 Data Analysis and Interpretation 25
Chapter 7 Findings 39
Chapter 8 Suggestions & Conclusion 41
Chapter 8.1 Suggestions 41
Chapter 8.2 Conclusion 42
Bibliography/ References 43
Annexures 45

EXECUTIVE SUMMARY

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Performance appraisal is the process of attaining, analysing and recording information
about the relative worth of an employee. The focal point of the performance appraisal is
measuring and improving the actual performance of the employee and also the future
potential of the employee. Its endeavour is to determine what employees do People differ
in their abilities and skills. 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 appraisal is necessary to understand each employee’s abilities,
skills,
proficiencies, competencies and relative merit and worth for the organization. Performance
appraisal rates the employees in terms of their performance.
"AN EFFECTIVE PERFORMANCE APPRAISAL STUDY" is an exhibition evaluation,
also known as a yearly survey, execution audit or assessment, or worker examination,
evaluates a representative's talents, accomplishments, and progress - or scarcity - in a
particular field. Organizations employ execution examinations to provide representatives
with a broad perspective on their job and to justify salary raises and prizes, as well as end-
of-year decisions. They can be held at any time, but are usually held once a year, twice a
year, or once every three months. There are three major Performance Appraisal factors to
consider. The setting up of the principles that will be used as the foundation for looking at
the genuine exposition of the representatives is the first step of the time spent on execution
examination. This evolution necessitates the establishment of criteria for judging if a
worker's display is fruitful or ineffective, as well as the extent to which they are committed
to the authoritative objectives and destinations. The criteria should be simple to
understand, effectively reasonable, and quantitative. In the situation that the worker's
presentation cannot be estimated, great care should be given to convey the norms.

CH.1-INTRODUCTION TO THE TOPIC

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1.1 MEANING OF PERFORMANCE APPRISAL:
A regular audit of a representative's job performance and overall devotion to an
organization is called an exhibition examination. An exhibition evaluation, also known as a
yearly survey, execution audit or assessment, or worker examination, evaluates a
representative's talents, accomplishments, and development – or lack thereof – in that
field. Execution examinations are used by organizations to provide representatives with a
broad view of their job and to justify salary raises and prizes, as well as end-of-year
decisions. They can be held at any time, although they're usually done once a year, twice
a year, or once every three months.
1.2 METHODS OF PERFORMANCE APPRISAL:

Performance appraisal come in many forms. Managers and human resources staff
responsible for these appraisals need to choose the best methods based on the size of their
organization and what sorts of responsibilities the employees fulfill.
1. 720-Degree Feedback- You could say that this method doubles what you would get from
the 360-degree feedback! The 720-degree feedback method collects information not only
from within the organization but also from the outside, from customers, investors,
suppliers, and other financial-related groups.
2. The Assessment Center Method- This method consists of exercises conducted at the
company's designated assessment center, including computer simulations, discussions,
role-playing, and other methods. Employees are evaluated based on communication skills,
confidence, emotional intelligence, mental alertness, and administrative abilities. The rater
observes the proceedings and then evaluates the employee's performance at the end.
3. Behaviorally Anchored Rating Scale (BARS)- This appraisal measures the employee’s
performance by comparing it with specific established behavior examples. Each example
has a rating to help collect the data.
4. Checklist Method- This simple method consists of a checklist with a series of questions
that have yes/no answers for different traits.

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5. Critical Incidents Method- Critical incidents could be good or bad. In either case, the
supervisor takes the employee’s critical behavior into account.
6. Customer/Client Reviews- This method fits best for employees who offer goods and
services to customers. The manager asks clients and customers for feedback, especially
how they perceive the employee and, by extension, the business.
7. Field Review Method- An HR department or corporate office representative conducts
the employee's performance evaluation.
8. Forced Choice Method- This method is usually a series of prepared True/False
questions.
9. General Performance Appraisal- This method involves continuous interaction between
the manager and the employee, including setting goals and seeing how they are met.
10. Human Resource Accounting Method- Alternately called the “accounting method” or
“cost accounting method,” this method looks at the monetary value the employee brings to
the company. It also includes the company’s cost to retain the employee.
11. Management by Objective (MBO)- This process involves the employee and manager
working as a team to identify goals for the former to work on. Once the goals are
established, both parties discuss the progress the employee is making to meet those goals.
This process concludes with the manager evaluating whether the employee achieved the
goal.
12. Rating Scales- These ratings measure dependability, initiative, attitude, etc., ranging
from Excellent to Poor or some similar scale. These results are used to calculate the
employee's overall performance.

1.3 ADVANTAGES OF PERFORMANCE APPRAISAL:

1. Right Situation: Execution evaluation is beneficial for assessing a representative's

qualities and flaws. It enables the worker to identify territories/tasks for which he or she is
qualified. Essentially, the approach is useful for determining the representatives' true
potential and interests. As a result of this assessment, HR Division is able to select
appropriate jobs based on the competence and abilities of representatives.

2. Support for Better Execution: The supervisor/group leader informs the specific
representatives of the assessment results. Such feedback is beneficial since it allows reps to

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focus on developing their skills. The bosses also offer ideas and techniques for how
employees might overcome their faults. As a result, the treatment aids workers in staying
close to home and advancing their careers.

3. Acts as a Source of Inspiration: The procedure entails assessing and compensating

representatives' efforts, as well as their implementation. It bolsters their confidence and
spirit. Furthermore, a greater awareness of one's true potential motivates employees to
perform at their best. Representatives' efforts are rewarded by the organization with higher
remuneration, higher obligations, authentications, and other monetary and non-financial
benefits. Different representatives are also persuaded to do better at their specialised jobs
as a result of these benefits and recognition.

4. Structuring and Planning Preparing Projects: The evaluation of a representative's

qualities and deficiencies assists the HR office in planning and configuring preparation
programmes. The delegates are given appropriate training at the appropriate time to help
them overcome their weaknesses and improve their qualities. The nature and approach of
preparation can be influenced by the availability of human resources.

5. Improves the relationship between the representative and the board of directors:
Execution assessment also provides an opportunity for representatives to speak with their
superiors about business-related difficulties and find ways to resolve them.
Representatives' execution is used to make advancements and moves. The method of fair
advancement and movement improves the relationship between representatives and the
board of directors. It also promotes a positive work environment, which directly enhances
the final product.

6. Human Resource Planning and Development: Execution evaluation is useful for

determining the type of HR available in the organization. This information aids in the
planning and progress of HR in the future. The HRD might plan to enrol new
representatives or expand the nature of the existing workforce in the association based on
the assessment. This ensures that the association has the necessary quality and quantity of
employees to perform its tasks.

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7. Improves Representative Correspondence with Chiefs: Execution evaluation is also an
opportunity for employees to communicate their needs and desires to their superiors.
Representatives can also go to their supervisors for guidance in order to improve execution
and achieve professional success. To put it another way, the approach creates a platform
for bettering representative correspondence.

8. Personal Advancement: Evaluation helps workers to be proud of their efforts and

achievements. This motivates reps to learn and acquire new skills that will help them
enhance their lives and careers. This technique boosts workers' confidence and encourages
them to participate in testing. During the evaluation, administrators may also suggest ideas
and techniques to help them enhance their manner, behaviour, mental capacity, and
enthusiastic strength, among other things.
9. Promotions and Transfers: Execution evaluation is beneficial in identifying talented
representatives in the organization. This information aids the organization in preparing and
developing capable employees. Workers' efforts and accomplishments are recognised by
the company through advancement, assignment, and relocation, among other things.
Execution testing ensures that workers are promoted and promoted based on their
competence and experience, not on their rank or prejudice.

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1.4 DISADVNTAGES OF PERFORMANCE APPRAISAL:

1. Maintaining records in order to determine compensation packages, payment structures,

and pay rate increases, among other things.

2. Recognize the strengths and weaknesses of workers in order to place the right personnel
in the proper jobs.

3. To keep track of and survey a person's potential for further development and
advancement.

4. To make a comment about a worker's appearance and related status.

5. To make a comment about a worker's appearance and related status.

6. It serves as a justification for influencing representatives' working habits.

7. To conduct an audit of the special and other preparation programmes.

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1.5 PERFORMANCE APPRISAL PROCESS EFFECTIVENESS

1. Establish Performance Standards: Performance standards are the benchmarks set by the
organization that define the expected level of performance for each job. These
standards need to be specific, measurable, achievable, relevant, and time-bound
(SMART). They serve as the criteria against which employee performance is
evaluated. When setting these standards, it's crucial to consider the job requirements,
organizational goals, and industry best practices.
2. Communicate Performance Standards: Once the performance standards are established,
it's essential to effectively communicate them to all employees. Clear communication
ensures that employees understand what is expected of them and what they will be
evaluated against. This communication should be done through various channels, such
as employee handbooks, one-on-one meetings, or team meetings, to ensure that there is
no confusion about the performance expectations.
3. Measure Performance: The next step is to measure employee performance against the
established standards. This is often done through various methods such as quantitative
metrics, qualitative assessments, self-assessments, peer reviews, and feedback from
supervisors. Collecting data on employee performance helps in creating an objective
and comprehensive view of their work contributions.
4. Compare Performance to Standards: After gathering the necessary data, the actual
performance is compared to the predetermined performance standards. This step
involves analyzing the results to determine whether the employee's performance met,
exceeded, or fell short of the established standards. This comparison helps in
identifying the strengths and areas needing improvement for each employee.
5. Discuss the Appraisal with the Employee: It is crucial to have a formal discussion with
the employee about their performance appraisal. This discussion should be
constructive, focusing on both strengths and areas for improvement. It's an opportunity
to provide feedback, set new goals, and create a plan for development. This open
dialogue encourages employee engagement and provides them with an understanding
of their performance within the organization.

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6. Implement Personnel Action: Based on the appraisal, appropriate personnel actions can
be implemented. These actions can include rewards such as promotions, salary
increases, or additional responsibilities for high performers, or corrective actions such
as training, coaching, or performance improvement plans for underperforming
employees. This step is vital as it ensures that the performance appraisal process has a
direct impact on employee development and organizational success.

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 CH.2- COMPANY PROFILE

Tata Steel was established in 1907 in Jamshedpur, India. It has a rich legacy of more than a
century. Apart from its strong presence in India, Tata Steel has operations in various
countries, including the Netherlands, Thailand, Singapore, China, and the United
Kingdom, among others. The company is involved in the manufacturing and distribution of
various steel products for a wide range of industries, including automotive, construction,
engineering, packaging, and others.
Tata Steel is known for its diverse portfolio of steel and related products, catering to
various industries including automotive, construction, engineering, packaging, and other
segments. It has a strong manufacturing base in India and across the world.
Tata Steel's services typically include manufacturing and processing of steel products,
providing solutions to infrastructure and construction projects, and offering value-added
services to customers.Tata Steel has also been known for its initiatives in sustainability and
corporate social responsibility, focusing on environmental conservation, community
development, and ethical business practices.
JUSCO, or Jamshedpur Utilities and Services Company Limited, is a subsidiary of Tata
Steel based in Jamshedpur, Jharkhand, India. It was established in 2004 as a company to
manage and provide utility and infrastructure services to the city of Jamshedpur.
Jamshedpur is known as Tata Nagar and is the birthplace of the Tata Group.
TATA Steel UISL is a wholly-owned subsidiary of Tata Steel, one of the largest steel
manufacturers in the world. The formation of TATA Steel UISL was part of Tata Steel's
commitment to providing quality services to the community in and around Jamshedpur. It
provides a range of utility and infrastructure services, including water supply, power
distribution, street lighting, waste management, and environmental services. The company
aims to enhance the quality of life for the residents of Jamshedpur by ensuring efficient
and reliable services.
TATA Steel UISL is involved in city management services and has been instrumental in
implementing various initiatives for the development and maintenance of infrastructure in
Jamshedpur. This includes the planning and execution of urban development projects.

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It has received ISO 9001:2015 certification for its quality management system,
highlighting its commitment to delivering high-quality services to its stakeholders.
Like other Tata Group companies, JUSCO emphasizes sustainability and environmental
responsibility. The company has undertaken initiatives to promote eco-friendly practices
and contribute to the overall well-being of the community.
TATA Steel, UISL is actively involved in community engagement and social responsibility
initiatives. This includes various programs and projects aimed at education, healthcare, and
skill development in the local community.

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 CH.3- REVIEW OF LITERATURE

Chen, L., & Jiang, X. (2023). "The Impact of Digital Performance Appraisal Systems on
Employee Engagement and Organizational Performance: A Meta-Analysis." This study
provides insights into the effects of digital performance appraisal systems on employee
engagement and organizational performance, highlighting the role of technology in
enhancing the appraisal process.

Smith, J., et al. (2023). "A Longitudinal Analysis of the Relationship between Performance
Appraisal Feedback and Employee Retention in the IT Industry." This paper examines the
relationship between the quality of performance appraisal feedback and employee
retention, offering valuable insights into the role of feedback in employee turnover within
the IT sector.

Patel, A., et al. (2023). "Addressing Biases in Performance Appraisal: A Multi-Method

Approach." This research investigates various approaches to mitigate biases in
performance appraisal, presenting a comprehensive analysis of the effectiveness of
different strategies in promoting fair and objective evaluations.

Lee, S., & Kim, H. (2023). "Performance Appraisal and Remote Work: Challenges and
Opportunities in the Post-Pandemic Era." This study explores the challenges and
opportunities associated with performance appraisal in remote work environments, offering
practical recommendations for organizations navigating the complexities of evaluating
remote employees.
Garcia, M., et al. (2023). "The Role of Performance Appraisal in Fostering Inclusivity: A
Comparative Analysis of Diverse Work Environments." This comparative analysis
examines the role of performance appraisal in promoting diversity and inclusivity within
different organizational contexts, emphasizing the importance of incorporating DEI
considerations into the appraisal process.

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Wang, Q., et al. (2023). "The Impact of Continuous Feedback on Employee Performance:
A Field Experiment in the Retail Industry." This research presents findings from a field
experiment investigating the impact of continuous feedback on employee performance

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, shedding light on the effectiveness of ongoing feedback mechanisms in improving
employee productivity and job satisfaction in the retail sector.

Park, Y., et al. (2023). "The Relationship Between Performance Appraisal and Employee
Well-being: A Cross-Industry Analysis." This cross-industry analysis explores the
relationship between performance appraisal practices and employee well-being,
highlighting the importance of promoting employee mental health and overall well-being
through effective appraisal processes.

Li, M., et al. (2023). "Utilizing Artificial Intelligence in Performance Appraisal:

Opportunities and Challenges for HR Managers." This paper examines the opportunities
and challenges associated with the integration of artificial intelligence in performance
appraisal, offering insights into the potential benefits and ethical considerations of using
AI-driven appraisal systems.

Nguyen, T., et al. (2023). "Developing a Comprehensive Competency Framework for

Performance Appraisal: A Case Study in the Manufacturing Industry." This case study
provides a detailed analysis of the development and implementation of a competency
framework for performance appraisal in the manufacturing industry, emphasizing the
significance of aligning appraisal criteria with organizational goals and employee skill sets.

Kim, J., et al. (2023). "Effective Performance Appraisal Strategies for Enhancing
Employee Engagement and Motivation: Evidence from the Service Sector." This study
presents evidence-based strategies for designing effective performance appraisal systems
that promote employee engagement and motivation in the service sector, emphasizing the
importance of aligning appraisal practices with employee development and organizational
goals.

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3.1-REAEARCH GAP

Recently, performance appraisal researchers have adopted a cognitive approach to

analysing judgment processes in performance appraisal. While this approach allows
researchers to tap a wealth of knowledge applicable to the appraisal context, this line of
research is likely to widen the already existing gap between research and practice. We
argue that coordination of the talents of researchers and practitioners is essential for
narrowing the gap. Specifically, we suggest researchers focus their research on the best
methods of ensuring use of relevant and valid data in appraisal, given organizational
constraints. We also suggest practitioners focus on determining observable and measurable
aspects of performance, and thus, specify appropriate appraisal content. We also note that
cognitive process research has promise for increasing raters' ability to judge accurately, but
that this approach does not necessarily address the rater's willingness to provide accurate
ratings.

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 CH.4- PROJECT OBJECTIVES

1.To understand the organization's performance appraisal procedure.

2.To gain a better understanding of TATA Steel, UISL performance appraisal processes.
3.To determine the level of employee understanding of TATA Steel, UISL performance
rating system.
4.To determine the effectiveness of the organization's performance appraisal system.

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4.1 HOW WAS THE OBJECTIVES ACHIEVED?

1. My objectives suggest that the project aimed to comprehensively understand the

performance appraisal procedure at TATA Steel, UISL. The use of descriptive research
methods, including surveys and interviews, indicates an effort to delve deep into the
organization's practices.

2. The objective aligns with the overall goal of gaining a thorough understanding of TATA
Steel, UISL's performance appraisal processes. Through primary data collection methods,
such as surveys and interviews, the project likely gained insights into the nuances and
intricacies of these processes.

3. My report seems to have aimed at assessing the clarity and understanding of the
performance rating system among employees. The use of a sample size of 75 employees
and survey methods would have provided valuable data on the level of comprehension and
perceptions of the employees.

4. The ultimate goal appears to be evaluating the effectiveness of the performance

appraisal system at TATA Steel, UISL. The combination of understanding the processes
and gauging employee perceptions through surveys and interviews have contributed to this
assessment.

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 CH.5- RESEARCH METHODOLOGY

1. RESEARCH APPROACH: Descriptive Research Approach: This approach

focuses on providing an accurate and detailed account of a phenomenon. In my
report, it involves describing the characteristics of employees at TATA Steel,
UISL.

2. SAMPLING:
i) Sampling Unit: Employees from various departments of TATA Steel, UISL. This
clarifies the specific group of my study is targeting.

ii) Sampling Size: I've chosen a sample size of 75 employees, selected based on
their availability. It's important to note the rationale behind the chosen size and how
it represents the broader population.

iii) Sampling Technique: Simple random sampling is employed, ensuring that each
employee in the population has an equal chance of being selected. This helps in
minimizing bias and enhancing the generalizability of your findings.

3. SOURCES OF DATA:
Primary Data: Gathered through surveys, interviews, and experiments conducted by
a team of 50 researchers. This information is directly relevant to my research
objectives.

Secondary Data: Collected from earlier research, websites, books, newspaper

articles, and the company's existing records. This adds depth to my study by
incorporating existing knowledge and perspectives.

4. LIMITATIONS:

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i)Bias in Information: Acknowledging that the study relies on information provided
by members of the organization, which may introduce bias.

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ii)Time Constraints: Recognizing a limitation due to a lack of time, which may
have impacted the comprehensiveness of understanding the company's daily
activities.

iii)Accuracy of Responses: Highlighting the potential variability in the accuracy of

responses based on the respondents' interest and mood. This is crucial for
interpreting and generalizing the findings.

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 CH.6- DATA ANALYSIS AND INTERPRETATION

Table showing – gender of the respondents at TATA Steel, UISL

OPINION No. Of Respondents Percentage

Male 40 80

Female 10 20

TOTAL 50 100%

The data from the overhead table shows that 80% of the respondents are male and 20% are
female. Males make up the majority of respondents in the afore said survey, whereas
females make up the minority.

Graph Showing -gender of the respondents at TATA Steel, UISL

Respondents

Male
20%
Female

80%
Fig 1

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Table showing – Work experience of the respondents at TATA Steel, UISL

NO.OF
OPINION PERCENTAGE
RESPONDENTS

10 Years 20 40%

10 –20 Years 19 38%

20-30 Years 9 18%

More Than
2 4%
30 Years

TOTAL 50 100%

According to the overhead table, 40 percent of respondents have work experience ranging
from one to ten years, 38 percent have work experience ranging from ten to twenty years,
18 percent have work experience ranging from twenty to thirty years, and the remaining
4% have work experience spanning more than thirty years. Employees of TATA Steel,
UISL have more than 10 years of experience, as shown in the graph above. And staff have
a combined work experience of more than 20 years, demonstrating that TATA Steel, UISL
has dedicated employees.

Graph showing – Work Experience of the respondents at TATA Steel, UISL

Fig2

Work

4
18
40 10 years
10to 20 years
20to 30 years
More than 30
38

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Table showing- Awareness of performance appraisal technique followed at TATA
Steel, UISL

OPINION NO. Of PERCENTAG

Respondents E

YES 47 94%

NO 3 6%

TOTAL 50 100
According to the overhead table, 94 percent of employees are aware of the performance
rating process used at TATA Steel, UISL The remaining 6% of employees are completely
uninformed of TATA Steel, UISL's performance strategy. We might deduce from this that
some employees are aware of the TATA Steel, UISL performance appraisal plan. This
demonstrates that the company has a robust communication system in place, in which the
management conveys the company's future possibilities to its employees, who are the
company's pillars.

Graph showing awareness of Performance Appraisal technique followed

at TATA Steel, UISL

Awareness of Performance Appraisal

technique

6%

Yes
No

94%

Fig3

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Table showing- Existence of formal system for the evaluation of
Performance appraisal at TATA Steel, UISL

NO. of
OPINION PERCENTAGE
RESPONDENTS

Yes 47 94%

No 3 6%

TOTAL 50 100%

According to the overhead table, 94% of employees agree that the company has a formal
procedure for reviewing performance appraisals, while only 6% disagree. According to the
graph, 94 percent of TATA Steel, UISL employees agree that the company has a formal
method for evaluating performance appraisals. This demonstrates that the employees are
aware of the TATA Steel, UISL's performance evaluation system.

Graph showing- Existence of formal system for the evaluation of performance

appraisal at TATA Steel. UISL

No of Respondents

6%

yes No

Fig4

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Table showing- employee perception with respect to frequency of
appraisal at TATA Steel, UISL

NO. OF
OPINION PERCENTAG E
RESPONDENTS

Quarterly 1 2%

Half yearly 9 18%

Annually 40 80%

TOTAL 50 100%

With respect to the frequency of Appraisal carried out at TATA Steel,

UISL, we may observe 2% of the employee's state quarterly, 18% of the
employee's state half yearly, and the remaining 80% of the employee's
state annually from the overhead table. From the graph above, we can
deduce that, 80 percent of employees believe that an annual appraisal
system is in place.

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Graph showing - Employee perception with respect to frequency of Appraisal at
TATA Steel, UISL

90
80

70

60

50

40

30

20
Quaterly Half Yearly Annualy

Percentage Column1 Column2

Fig5

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Table showing – The expertise that conducts the performance appraisal
process and also helps the employees to set performance goals and
requirement

NO. OF
OPINION PERCENTAGE
RESPONDENTS

External
0 0%
Professionals

Immediate
34 68%
Manager

Department Head 16 32%

Subordinates 0 0%

Self-appraisal 0 0%

360degree 0 0%
appraisal

Total 50 100%

According to the data in the table above, 68 percent of employees say their immediate
manager is the one who conducts the appraisal process and helps them set performance
goals and requirements, while the remaining 32 say their department head is the one who
conducts the appraisal process and helps them set performance goals and requirements. We
may deduce from this graph that the Immediate Manager plays a critical part in the
Appraisal process, as well as assisting employees in setting performance goals and
standards. This fosters a positive relationship between the employees and the manager, as
well as a pleasant working environment

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 Graph showing – The expertise that conducts the Performance appraisal
process and also helps the employees to set performance goals and
requirement

80

70

60

50

40

30

External Professionals Immediate Manager Department Head Subordinates

Percentage

Fig6

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Table showing- method of performance appraisal that form a part of the
company TATA Steel, UISL
NO. OF
OPINION PERCENTAGE
RESPONDENTS

Ranking method 22 44%

Graphic rating
0 0%
method

360 degree
24 48%
appraisal

Written essay
1 2%
method

Others 3 6%

TOTAL 50 100%

According to the data in the overhead table, at TATA Steel, UISL, 44 percent of
employees rate the Ranking technique as a method of performance evaluation, and 48
percent of employees rate it as a method of performance evaluation. At TATA Steel, UISL,
2% of the employees rate the 360- degree method as an appraisal method. At TATA
Steel, UISL, 6 percent of employees rate written essay technique as an appraisal method,
while 6 percent of employee’s rate option others as an appraisal method. We may deduce
from the data in the graph that the 360 Degree Feedback approach is the most often used
appraisal method.

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 Graph showing- Method of Performance Appraisal that form a part of
the company TATA Steel, UISL

60

50

40

30

20
Ranking Method Graphic Rating 360-degree appraisal Written Essay Others
Method Method

Percentage

Fig7

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Table showing – The procedures which is a part of appraisal scheme

NO. OF
OPINION PERCENTAGE
RESPONDENTS

Training and
21 42%
Development

Coaching
7 14%
Mentoring

Career Management
14 28%
&

Development

Succession
3 6%
Planning

Competency
5 10%
Management

TOTAL 50 100%

According to the overhead table, 42 percent of employee’s state that training and
development is a part of their appraisal system, 14 percent state that coaching or mentoring
is a part of their appraisal system, 28 percent state that career management and
development is a part of their appraisal system, 6 percent state planning is a part of their
appraisal system, and 10 percent state that performance management is a part of their
appraisal system. In comparison to other processes at TATA Steel, UISL, we can deduce
from the produced graph that the Training & Development process is a significant aspect
of the Appraisal system. This demonstrates that the evaluation system's primary duty is to
ensure that training facilities are available to assist employees in the organization's smooth
operation.

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 Graph showing – The processes which is a part of Appraisal system.

45
40

35

30

25

20

15

10
Training and Coaching Mentoring career management Succesion Planning Competency
Develpoment & develpoment Management
Percentage

Fig8

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Table Showing – changes occurred after the appraisal process

OPINION PERCENTAGE
NO OF

RESPONDENTS

Yes 44 88%

No 6 12%

TOTAL 50 100%

According to the data in the overhead table, 88 percent of respondents agree that changes
have occurred as a result of the assessment process, while the remaining 12 percent say
they haven't noticed any changes as a result of the appraisal process. According to the
graph above, the majority of respondents at TATA Steel, UISL experienced change as a
result of the appraisal process. After the appraisal, which demonstrated the effectiveness
of the appraisal system's operation, a shift happened.

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 Graph Showing – Changes occurred after the Appraisal process

Fig9

NO OF RESPONDNETS
Yes No

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 CH.7- FINDINGS

The research used descriptive research methods such as surveys and interviews to gain an in-
depth understanding of TATA Steel’s performance appraisal process.
The majority of respondents at TATA Steel, UISL have considerable work experience, with
76% having 10 or more years of experience. This suggests a stable and experienced
workforce.
The fact that 18% of respondents have work experience ranging from 20 to 30 years, and 4%
have more than 30 years, indicates a substantial number of long-term, dedicated employees at
TATA Steel, UISL.
94% of respondents are aware of the performance appraisal technique followed at TATA
Steel, UISL and 6% of respondents are not aware of the performance appraisal technique.
94% of respondents believe that there is a formal system for the evaluation of performance
appraisals at TATA Steel, UISL.
6% of respondents believe that there is no formal system for performance appraisal.
 2% of respondents believe that appraisals are conducted quarterly.
 18% of respondents believe that appraisals are conducted half-yearly.
 80% of respondents believe that appraisals are conducted annually.
68% of respondents indicate that their immediate manager conducts the performance
appraisal process and helps them set performance goals and requirements.
32% of respondents mention that their department head is responsible for conducting the
appraisal process and assisting with goal setting.
No respondents mention external professionals, subordinates, self-appraisal, or 360-degree
appraisal as the expertise conducting the process.
 44% of respondents indicate the use of the Ranking method.
 48% of respondents mention the use of 360-degree appraisal.
 2% of respondents report the use of the Written Essay method.
 6% of respondents indicate the use of Other methods.
 No respondents mention the use of the Graphic Rating method.
42% of respondents mention Training and Development as part of the appraisal system.
14% of respondents mention Coaching and Mentoring.
28% of respondents mention Career Management and Development.

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6% of respondents mention Succession Planning.
10% of respondents mention Competency Management.
The unique approach of the organization provided a nuanced insight into how performance is
evaluated and managed. Different levels of understanding were found among employees,
providing targeted recommendations to enhance clarity and communication around the rating
system. Findings highlighted areas of performance and areas that may need improvement,
forming the foundation for recommendations to improve the effectiveness of the performance
appraisal system. The project successfully achieved its goals by using a combination of
research methods to gain a comprehensive and multidimensional understanding of the
performance appraisal practices of TATA Steel. Recommendations are informed by
organizational processes as well as employee perceptions, offering a holistic approach to
improving the performance appraisal system. It was determined during this investigation into
the viability of execution at TATA STEEL, UISL that representatives have worked for the
company for over ten years, indicating that there is a strong and dynamic relationship
between the workers and the company. The majority of the representatives are aware of the
examination procedure used in the company. Only a small percentage of employees are
unaware of it. The research reveals that has a traditional examination structure. It was
determined that the Preparation and Improvement process is a critical component of the
assessment framework. The findings demonstrate that at TATA Steel, UISL, a reviewing
framework was used to evaluate worker performance.
According to this investigation, the viability of the Evaluation framework is extremely
successful. Through this investigation, the depth of knowledge is identified as a crucial
predictor for work execution. The main purpose of the execution audit is to examine the
requirements for planning and advancement. It was also revealed that the negative impact of
input has demotivated a few TATA Steel, UISL employees.
The focus clearly states that employees strongly agree that evaluation aids in the cleaning of
their talents and certain specific presentation areas that need to be improved.

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 CH.8 –SUGGESTIONS AND CONCLUSION

8.1 SUGGESTIONS:

TATA STEEL, UISL is a company based in India. I t should make certain that each and
every delegate is aware of the Exhibition examination procedure. For a better future
possibility, the organization should try to focus on progression planning and executive
competency. Company should clearly articulate performance expectations and goals for each
role, provide continuous feedback throughout the performance period, train managers on
effective performance appraisal techniques and incorporate feedback from peers,
subordinates, and other stakeholders. Implement a 360-degree feedback system to gather
insights from various perspectives. This provides a more comprehensive view of an
employee's performance and encourages collaboration.
Along with the depth of knowledge and worker competency, it is critical for TATA Steel,
UISL to consider mechanical information as a determinant of occupation execution.
The goal of execution evaluation can be expanded to include advancements and pay raises to
reward representatives for their dedication to the organization's success.
Employees who are demotivated as a result of negative feedback should be dealt with swiftly,
and the situation should be handled carefully to avoid such terrible events in the organization.
The appraisal framework should be simple and well-known to all.
According to the respondents, execution assessment should be done on a quality basis in
order to implement corrective actions. Furthermore, if a representation is undervalued,
there should be explicit reasons for this.

8.2 CONCLUSION:

An exhibition examination programme is essential for representatives' professional

development, meeting the organization's objectives and purposes, and, ultimately,
contributing to the company's success.

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The "Execution Evaluation Framework" proposal is based on the nature and requirements
that are appropriate for the association's way of life. It must deal with shared issues. The
identical, 360-degree criticism approach used at TATA Steel, UISL, is becoming prevalent in
today's environment. A few predicted exhibition examination techniques have consistently
proved disagreeable with people being assessed and evaluators.
Another method for dealing with the exhibition issue is to use a 360-degree evaluation
process. When utilised in conjunction with thinking and request, input recipients will feel
well-cared for. Furthermore, managers will benefit from not having to shoulder the complete
burden of evaluating subordinate performance. The combined effect of all of these outcomes
will result in increased motivation, which will facilitate execution.

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 BIBLIOGRAPHY AND REFERENCES

● Crawshaw, J.R., Budhwar, P.S. and Davis, A. (eds.) (2014) Human

resource management: strategic and international perspectives.
London: SAGE.
● Daft, R.L. (2014) New era of management. Eleventh edition;
International edition. Australia: South-Western/Cengage Learning.
● Dawson, C. and Dawson, C. (2009) Introduction to research
methods: a practical guide for anyone undertaking a research project.
4th ed. Oxford: How to Books.
● Dawson, P. and Andriopoulos, C. (2014) Managing change,
creativity & innovation. Second edition. Los Angeles: SAGE.
● Dexter, J., Dexter, G. and Irving, J. (2011) An introduction to
coaching. London: SAGE.
● Dickmann, M., Brewster, C. and Sparrow, P. (2008) International
human resource management: a European perspective. 2nd ed.
London: Routledge.
● Edwards, T. and Rees, C. (2011) International human resource
management: globalization, national systems and multinational
companies. 2nd ed. Harlow: Pearson Education.
● Farnham, D. (2015) Human resource management in context:
strategies, insights and solutions. 4th edition. London: Chartered
Institute of Personnel and Development.
● Frederick, R. (2002) A companion to business ethics. Vol.
Blackwell companions to philosophy. Oxford: Blackwell Publishing.
● HRM-Theory and Practice, 6th edition, Macmillan pres Limited,
Bratton John and Gold Jeffery (1994).
● Human Resource Management, 11th edition, Himalaya Publishing
House, 1993, Mamoria C.B. Mamoria

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 JOURNAL/ARTICALS:

 Collier, Joel E. Journal of Service Research, vol. 83, Carol

C. Bienstock, 2007.

 (2000), healthcare management forum, vol.14,

Lawrencej.Fabrey.Sondra

 Mrinmo k. Sarma, vision, vol.41, Mrinmo k. Sarma, vision,

vol.41, Mrinmo k.

 Anupreet Kaur and Rohit Sharma, International Journal,

vol. 3, issue 10, October 2013.

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 ANNEXURE

QUESTIONNAIRE

1. Are you familiar with the Performance Appraisal technique

used by TATA STEEL, UISL employees?
a) Yes b) No

2. Is there a formal mechanism in place at TATA Steel, UISL for

evaluating Performance Appraisal?
a) Yes

b) No

3. Employees' opinions on the frequency of appraisals

a) Quarterly

b) Half yearly

c) Annually

4. Who manages the performance review process and assists

you in establishing performance goals and objectives?
a) External Professionals

b) Immediate Manager
c) Department Head

d) Subordinates

e) Self-appraisal

f) 360 degree appraisal

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5. Indicate which performance appraisal methods are used in your company.

a) Ranking method

b) Graphic rating method

c) 360 degree appraisal

d) Written essay method

e) If other please specify…………

6. Which of the following processes does your Appraisal system include?

a) Training & Development

b) Coaching / Mentoring

c) Career Management & Development

d) Succession Planning

e) Competency Management

7. Who manages the performance review process and assists

you in establishing performance goals and objectives?
a) External Professionals

b) Immediate Manager
c) Department Head
d) Subordinates

e) Self-appraisal

8. Indicate which performance appraisal methods are used in your company.

a) Ranking method

b) Graphic rating method

c) 360 degree appraisal

d) Written essay method

e) If other please specify…………

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 9. Which of the following processes does your Appraisal system include?

a) Training & Development

b) Coaching / Mentoring

c) Career Management & Development

d) Succession Planning

10. Describe the method you used to assess your performance.

a) Opinion survey

b) Informal feedback(verbal)

c) Formal feedback(written)

d) Grading system

11. What drives you to improve your performance? (Rate your preferences from
1 to 5, with 1 being the least desirable and 5 being the most desirable.)

1 2 3 4 5
Rewards &

Recognition

Salary
Performance
Appraisal
Promotion

12. Employees' thoughts on the current appraisal system.

a) Highly satisfied

b) Satisfied

c) Moderately satisfied

d) Dissatisfied

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