CHAPTER – 1

INTRODUCTION

1
 BACKGROUND OF STUDY
The practise of recruiting, hiring, assigning, and managing work force in an
organization is known as human resource management (HRM). Frequently, HRM is
referred to as just "Human resources" (HR).

The HR department of a business or organisation is often in charge of developing,

implementing, and monitoring the firm's policies regarding employees and its
interaction with them. The phrase "human resources" was initially used to refer to all of
the employees of a business in the early 1900s, and it became more

HRM is employee management with an emphasis on those employees as assets of the

organisation. In this sense, workers are sometimes referred to as human capital. Like
with all business assets, the goal is to maximise people while minimising risk.

Modern HR technology refers to it as human capital management (HCM), which has

gained greater traction than HRM. The term "HCM" has been widely embraced by
large and midsize corporations, as well as other organisations that employ software to
manage various HR duties.

The phrase "Human resources" is used to refer to the people who make up an
organization's workforce. Organizations have used ideas from organisational
psychology when referring to the workforce capacity they have to commit to achieving
their strategy as "Human resources".

1.1 NEED AND IMPORTANCE:

In a wide range of fields, human resources may establish plans and create the rules,
standards, methods, and procedures that will carry out these strategies. The following
characteristics apply to a variety of organisations.

•Performance appraisal, Recruitment, selection, and outsourcing

• Organizational design and development

• Business transformation and change management

• Performance, conduct and behaviour management

2
• Industrial and employee relations

• Human resources workforce analysis

• Compensation, rewards, and benefits management

• Training and development.

These are the most important and most basically carried out functions of HRM (Human

Resource Management). And more over the main theme and base topic of this project is

“Performance Appraisal” which Is considered one of the most essential procedures to

be

performed in every organization, from time to time and with a pre-described proforma
of

rules and regulations to be followed.

Theres a mandatory importance of “Performance Appraisal” to be conducted in a fair

and

transparent manner to yield simple, accurate and on point information. The smooth and

successful movement of any organization solely depends upon this study of

management itself.

3
OBJECTIVES

4
 1.2 OBJECTIVES:
The main objective of doing this study is to understand the nature of the employees, the

quality of work, the account and quality of performance. One of the biggest problems

companies do face in these dynamically growing times is in the evaluation, observance,

and

comprehensive “Performance Appraisal” of all the employees of their respective

organization.

The sole purpose of this project is to prove how the process of “Performance Appraisal”
is

essential in the rapidly moving and competitive industry, and if the organizations do not
stay

awake to the potential situations and challenges in the upfront and if immediate actions
and

procedures are not brought into implementation they will have to face the upcoming

repercussions and discrepancies in their account of growth and success in the near
future.

- To study about the “Performance Appraisal” and about the “Employee Mindset”.

- To ascertain the problems in conducting and concluding the process of performance

appraisal.

- To understand the issues of the employee and take corrective measures to reassure the
employee work force and guide them towards a reciprocal and beneficial work
environment.

- To understand how the Performance Appraisal strategies help eliminate, and bring in
the right employee.

5
When compared to other managerial processes performance appraisal, is a very

comprehensive and crucial aspect of the organisation’s managerial credibility. It

requires

immense amounts of sound and factual data background and researches as in the
initiation

of the performance appraisal process, and even for the further stages of this procedure.

Hence the primary objective of this study is to highlight the basis and foundation of

Performance appraisal in one of the leading real estate companies.

1.3 VISION:
The goal is to provide people with the best and most beneficial, capital multiplying and
exquisitely pleasing real estate locations and solutions. We aspire to become India’s
very first real estate company that serves towards the lives of communities through

abundant giving.

1.4 MISSION:
Delivering the dream of home ownership everywhere. All branches of Al Barkha
Constructions have the same goal, because owning real estate provides security, safety
and opportunity for individuals.

The technology we use helps us provide world class experiences to all the clients of real
estate services. We are dedicated to providing world-class services and market leading
expertise and have been setting the bar ahead from it ever was.

6
We are passionate about providing the extra value that others simply will not. Fanatical
integrity and consistently impressive results will be the signature of our service. Our
collaborative spirit and desire to grow will help us achieve the goals we set. We will
make the families we serve feel special, creating everlasting positive experiences and
help them truly win. We will succeed as we have always been doing, because

7
 Methodology

1.5 RESEARCH METHODOLOGY AND DATABASE

This project study attempts to showcase the process of performance appraisal of
employees in

Al Barkha Constructions, Karkhaana, Secunderabad, Telangana. An established real

estate

company, as an employee at this company I could closely monitor and record all the

managerial processes keenly. And it was concluded with a group of well planned,
carefully

monitored and comprehensively executed steps and procedures.

1.6 DATA COLLECTION:

Data is one of the most important and vital aspect of any research studies. Researchers

conducted in different fields of study can be different in methodology but every

research is

based on data which is analysed and interpreted to get the information. The data
required for

the study is collected from both the primary and secondary sources.

1.7 RESEARCH METHODOLOGY:

The steps in which the project was carried out was by collecting the secondary data.
This collection of data was done by means of reading various materials such as books,
journals, etc.; looking for similar content online (i.e., on the Internet).

1.8 DATA COLLECTION:

sources and methods

8
 Primary data: Primary data has been collected by the following methods:
Questionnaire
Secondary data: Secondary data has been collected by the following methods:
Websites, HR books, databases, journals, books, articles, research reports, websites and
etc.

1.9 LIMITATIONS OF THE STUDY

The study has following limitations:

1. There may be working of the employees and taking the figures from the annual reports.
2. The study is conducted within the confidentiality framework of rules and regulations
prescribed by the respective organisation. Hence every information cannot be gained
access over.
3. The respective study was conducted with the carefully procured and attained data, and
along with the help of available factual information from the respective company in
charge.
4. This study has been conducted only within the Al Barkha Constructions unit at
secunderabad, karkhaana.
5. And this study was conducted with taking into consideration all the keenly procured
and attained data, facts. And lastly with the help of the available and pre-provided data
by the company itself which is in charge.

9
 CHAPTER- 2
REWIEW OF LITERATURE

10
 LITERATURE REWIEW

Cummings (1973) in an article titled, "A Field Experimental Study of the Effects of
Two

Performance Appraisal Systems", reported the results of a field experiment designed to

test

the effects of manipulating several elements of an operative level performance appraisal

system. First, the multi purposive nature of appraisal in formal organizations is

discussed.

This is followed by a brief overview of the literature on performance appraisal. The

design

and results of the study at hand are then discussed.

Patton (1973) in his paper on "Does performance appraisal work?" states that
performance

appraisal can be a powerful force for performance improvement at both the individual
and the

corporate level, but few companies in the US and even fewer in Europe have learned to
tap its

full potential. Examining the differences between European and US performance

appraisal

practices, the author finds that some European companies have more than caught up
with

their American counterparts. He offers guidelines to overcome some difficulties

prevalent on

both sides of the Atlantic.

11
Randell (1973) in his paper titled Performance appraisal: purposes, practices and
conflicts",

discusses the collection of information from and about people at work. It attempts to
structure

the field, define key problems, expose sources of conflict and point the way to
resolving

major difficulties.

Taylor and Wilsted (1974) in their article titled "Capturing Judgment Policies: A Field
Study of Performance Appraisal" used mathematical models of judgment policy for
evaluating 625

performance reports during a single rating cycle. Linear and nonlinear analyses are used
to

describe the cues most important in determining the overall ratings. In addition,
performance

rating policy is compared with stated policy for each of the 40 raters.

Bedeian (1976) in his paper titled "Rater Characteristics Affecting the Validity of

Performance Appraisals" states that the task of developing an effective performance

appraisal

System is one of the most preferred contemporary problems of personnel

administration. An

abundance of literature is available detailing the problems and difficulties inherent in

subordinate appraisals. Numerous studies have made suggestions for rating format and

12
content changes. Some have even suggested the elimination of appraisal. More recently,
an

identifiable body of knowledge which seriously casts doubt on the use of supervisor's

judgment in evaluating employee performance has begun to emerge. The purpose of

this

paper is to explore the body of knowledge and to examine its ramifications for
performance

appraisal.

(Selvarajan and Cloninger, 2008; Smither and London, 2009). Several prior studies
have

revealed that suggested that effective performance appraisal system is the sign of
integral

component of effectiveness of human resource management of an organization (Zapata-

Phelan et al., 2009). Performance appraisal has been studied widely in several
organizations

in the western context. However, this particular topic has not been researched
appropriately in

the Asian context specifically in perspective of Pakistan.

Selvarajan and Cloninger (2009) have also noted that performance appraisal is not
effectively

developed process within Pakistani organizations, but the evidence and prior literature
on this
topic is rare. Moreover, the prior literature on this subject aims at aspects and little
emphasis
is made on the empirical findings of the effectiveness of performance appraisal and its
influence on employee performance (Selvarajan and Cloninger, 2008).
Clearly, there is need to derive empirical findings on evaluation on effectiveness of

13
performance appraisal system and its influence on employee performance in the context
of
Pakistan.

De Nisi and Pritchard (2006) have also noted that extant research on performance
appraisal

has excessively emphasized on psychometric issues rather than focusing on rigorous

and

systematic approach to performance appraisal that is more likely to enhance motivation

level

of employees for improving their performance. Roberson and Stewart (2006) found that

employees respond to performance appraisal system in three perspectives that are: a)

perception of fairness, b) perception of accuracy, and c) performance appraisal

satisfaction.

On the other hand, Selvarajan and Cloninger (2009) were of the view that performance

appraisal provides consistent feedback to employees that enables them to improve

performance. Thus, a critical issue in this regard is to assess and determine the factors
that

can influence outcomes of performance appraisal. In this respect, the current study
aimed at

the evaluation of critical factors associated with the effectiveness of performance

appraisal

system in Pakistan.

Roberson and Stewart (2020) suggest that if negative feedback is delivered in an

effective
14
and persuasive manner, employees will take it seriously and will focus on eliminating
the

negative aspects in their performance. Prior literature has suggested that performance

appraisal is an effective system for attaining different objectives. In this regard,

Selvarajan

and Cloninger (2019) have revealed that effective performance appraisal system results
in

improving performance of employees and motivating them. In this regard, it can be

identified

who are the weak performers and who strong performers within organizations are. In
the

same line of thought, prior studies have identified five major outcomes of effective

performance appraisal (Rao, 2018). These are:

1) using results of performance appraisal to improve employee performance,

2) enhancing motivation,

3) reducing employee turnover,

4) associating rewards and employee performance and

5) establishing equity among employees (Rao, 2018; Selvarajan and Cloninger, 2019).

(Selvarajan and Cloninger, 2019; Smither and London, 2020). Several prior studies
have

revealed that suggested that effective performance appraisal system is the sign of
integral

component of effectiveness of human resource management of an organization (Zapata-

Phelan et al., 2020). Performance appraisal has been studied widely in several
organizations

15
in the western context. However, this particular topic has not been researched
appropriately in

the Asian context specifically in perspective of Pakistan.

Cross Ogohi Daniel (2019) in a study on influence of performance appraisal

management of

employee productivity concluded that there "an important significant relationship

between

performance appraisal and employee productivity. Further, performance feedback

which is a

component of appraisal system has an impact positively on employee productivity."

DeNisi et al. (2020) observed that "improving the performance of the workforce is the
basic reason for conducting an appraisal."

Yee C. C. and Y.Y.Chen(2009)The Multifactorial Evaluation Model was studied in

relation

to the Performance Appraisal System. Employee performance evaluation is critical in

managing an

organization's human resource. Maintaining talented knowledge workers is crucial as the

economy

shifts to information-based capitalism. However, deciding whether a performance is

"excellent,"

"bad" or "average" is a difficult issue for management. Furthermore, in the absence of a formal

appraisal system, superiors may prefer to rate their subordinates' work performance informally
and

arbitrarily.

16
Yee, C. C., & Chen, Y. Y. (2009). Conducted Performance appraisal system using
multifactorial evaluation model.

Scholtes, P. R. (1993). Proposed the concept of Total quality or performance appraisal:

choose one. Under the National Productivity Review.

17
 CHAPTER-3
INDUSTRY PROFILE AND COMPANY PROFILE

18
 Industry Profile:
Al Barkha Constructions operates in the real estate industry, specifically in the service
provider sector. Real estate companies are organisations which are referred to as
developers, as they select the most appropriate locations in major cities and states in
and all over the countries and develop those locations and make them habitable by
constructing huge buildings and complexes, as well as other real estate monuments like
malls, bridges, sky scrapers, stadiums etc.

The real estate industry is highly competitive and dynamic in nature as there are many
companies in existence already which are rapidly growing and contributing
consecutively towards the urbanisation of the major locations across the globe. Hence
to conclude it can be termed as the survival of the fittest as the companies which have
built a simultaneous trustworthy relationship with its customers and consumers of
services are the only ones holding the credibility in this wide spread rapidly globalizing
market sector which actively contributes to the GDP of the nation and even plays a very
crucial role in the development of the nation in terms of infrastructure.

COMPANY PROFILE:

3.1 Overview:
 Al Barkha Constructions Pvt Ltd is an unlisted private company. It is
classified as a private limited company and is located in Hyderabad and
Dubai.
 It was established in India in the year 2014 and has been serving the people
of Hyderabad with utmost sophisticated, and ultra luxurious housing
solutions.
 The company offers a wide range of services related to infrastructure
construction, planning, developing, designing. To the people, government,
and to the multinational companies in India and abroad.

19
 3.1.2 Products and Services:

 Al Barkha Constructions is considered a package of exclusivity and luxurious homing

solutions, when it comes to developing and providing real estate and infrastructure
related solutions and inventions.
 They provide various construction related services ranging from., plots from a minute
size of 200 yards to 200 acres, ultra luxurious bungalows, mansions, gated
communities, gated apartments and various residential services. Apart from that they
undertake. Highway contracts, reservoirs, bridges construction services.

3.1.3 Category:

 Service Provider.

3.1.4 Branch Network:

 Al Barkha Constructions has only one branch in India currently, which is Hyderabad
which is India’s most rapidly developing metropolitan city.
 The company plans to establish their branches in other major parts of our country like,
Delhi, Mumbai, Kerala, Bangalore., etc.

3.2 Financial Performance:

 Al Barkha Constructions financial performance is subject to regulatory disclosures and

periodic reporting.
 We can refer to the company’s annual reports and quarterly financial statements as well
as investors presentations which are considered confidential information and it is not
available to general public at the right moment, and which is guarded by the company
headquarters which is in Hyderabad.
 And as far as the annual reports of the company respectively suggest that the company
is doing consecutively well each year, and has noticed a sequential and consecutive
growth in the financials of the organisation by almost of 7.8 percent of profit share
generation for every quarter of the year since 2017 to the last consecutive year 2023.

20
 3.3 Guidelines and Corporate Governance:

 The company applies and adheres to all the high standards of corporate governance and
compliance with the respective regulatory requirements.
 The company has a board of highly influential, capable, and intellectually sound
members which act as the backbone of the company and push the organisation towards
betterment each consecutive second of the day so that they provide the people with
nothing but only the best.
 They are considered to be the team of highly technically trained, and professionally
experienced individuals who belong to diverse range of backgrounds who oversees its
strategic direction and operations.
 The different fields of study and disciplines they come from act as a through and
proven source of unbreakable will power, and sheer example of expertise all under one
roof which makes us the most capable real estate company board of directors and
researchers in all over India and any other region known.

3.3.1 Competitive landscape:

 In the competition landscape Al Barkha Constructions competes with other private ltd
companies like My Homes, etc. As well as other Indian and international companies
operating in India and abroad.
 It stands apart from the crowd and sets itself apart by providing ever lasting services of
luxury living opportunities, and by always keeping up with the expectations of their
customers as well as keeping up with the market trends and dynamic upgrades.
 Their personalized service, innovative infrastructure, technology driven living solutions
make them the best in the marketplace and they simultaneously competing with
themselves adapting and revolutionary upgrading techniques.

21
 3.3.2 Future Outlook:

 Al Barkha Constructions aims at consecutively and steadily expanding its presence in

the real estate business world while leveraging its service quality by enhancing its
employee presence, innovation, performance with the help of the new and the latest
technology, quality, and modern innovations to provide the customers with and
 forever satisfying service of need guarded with trust from the start to the very end.

Origin and Growth of Al Barkha Constructions:

 Al Barkha Constructions was established in the year 2018. In a very short period of
time the company has made a name for itself in the market of real estate and has proven
to be one of the biggest land and real estate dealers.

 Started with the focus on the local real estate community and the gradually expanded
throughout all the states and has very keenly established contacts with all the huge real
estate companies like., My Homes.

 Now it has acquired almost all of around 2,000 acres of land in Hyderabad, and
Telangana.

 And then they happened to emerge as the biggest land, and real estate dealers in whole
of Hyderabad.

 The growth aspect of Al Barkha Constructions has been steady, and gradual and mostly
doubling with the passing years.

22
 3.3.2 Expansion and Transformation:

As already depicted the establishment and growth of Al Barkha Constructions has been
a very steady and gradually benefitting process which has been going on from the
respective year 2018.

The company is solely situated in the heart of Hyderabad, and is now solely
concentrating on developing the pieces of land situated in the major areas, like jubilee
hills, Kondapur, financial district, shamshabad, banjara hills.

 It gradually achieved A class reviews of service and has been going on since then. This
company is the sole provider of service related to real estate establishments.
 Al Barkha Constructions, has been the sole provider of huge pieces of lands in
Hyderabad, to all the leading companies.

3.3.3 Modernization and Growth:

 Undertook significant reforms and modernization initiatives to adapt to changing

market dynamics.
 Strengthened its focus on real estate sector and community, as well as technology
adoption.
 Expanded its branch network across Hyderabad, and exists with a proven and most
influential presence till date.
 Invested heavily in digital assistance for customer service, offering exclusive service to
all the customers, and other services as well.
 Today Al Barkha Constructions, is one of fastest growing companies related to real
estate sector, with a strong scientific driven focus on innovation and customer service.

23
3.4 Vision, Mission, and Quality Policy:

Original Vision:

To be the most trusted and valued real estate institution and company in Hyderabad.
Providing innovative and highly luxurious real estate solutions.

Current Vision:

It appears that according to the confidential data and facts, Al Barkha Constructions has
updated its vision statement. According to their annual reports 2023-2024, their current
vision is “Building a brighter future together”. This broader statement emphasizes
their commitment to both their customers and their role in the real estate community.

Mission:
Current Mission: Al Barkha Constructions mission statement remains “To empower
our customers to achieve their financial independence and secure their assets by
investing in the best real estate ventures with the most trusted customer service”.
This statement highlights their focus on customer empowerment and service excellence.

Quality Policy:
Al Barkha Constructions, quality is stated as: “We are committed to providing
excellent customer service, delivering innovative products and solutions, and
operating with integrity and professionalism while ensuring compliance with all
applicable real estate laws, rules, and regulations”. This policy emphasizes their
commitment to quality in all aspects of their operations.

24
 3.5 Products and Services:

Plots: Different types of plots and pieces of lands under the range of one acre, which
are pre documented with the govt and have a proven clear title for ownership.

Agricultural Lands: They have a list of lands available for agricultural purposes
spread all over the state., which are suitable for majorly all types of agricultural
activities.

Gated Communities: Residential gated communities are considered one of the most in
demand real estate section of the whole sector, and Al Barkha Constructions has been
one of the biggest developers in the sector of constructions, and it has a very respectful
and trusted customer base generated across several years of heartfelt service and
customer satisfactory approach.

Real Estate Investment and Wealth Management: For the people looking to invest
their money in real estate and secure their financials for the coming future Al Barkha
Constructions has the best consultancy in terms of, wealth management and ROI
Generation.

Additional Services:

 Personalized residential.,
 Complexes,
 Bungalows, Mansions
 Luxurious Gated Communities
 Malls, Shopping complexes.

Hence, these are the list of additional services provided by Al Barkha Constructions
which are modifiable and upgradable on request by the customer.

25
COMPETITORS INFORMATION

1.Direct Competitors:

Ramky Group:

Ramky group of companies is the major competitor to Al Barkha Constructions

currently in the dynamic market. It has a legacy of serving customers since 1997.Which
makes it a potential threat to success, and a very strong bound competitor to the
company itself.

Prestige Group:

It is a very dominant and wide spread company with the withholding real estate
capacity of around 2000 crores. It has a very strong customer base in cities like,
Hyderabad, Mumbai, Delhi. It is an reputed and an old player in the market.

Aparna Constructions:

Aparna Constructions is considered the master mind of real estate sector because of its
proven master minded techniques and satisfaction of all existing customer base in
Hyderabad.

MyHomes:

This company is nowadays favoured by mostly everyone in Hyderabad because of its

latest and modernized adaptations in terms of real estate developing and residential
villas, bungalows and mansions. Which might act as the second most reputed
competitor to Al Barkha Constructions.

Legend Estates:

26
As the name itself stands Legend Estates has repeatedly proved itself to be the most
credible and developing real estate company in Hyderabad and even in other major
cities.

SWOT Analysis of Al Barkha Constructions:

STRENGTHS:

1.Strong brand establishment and presence in Hyderabad:

With over 78 land deals with all the major multinational companies as well as with the
govt Of Telangana itself within 7 years of time period Al Barkha Constructions has
been a proven success which is driven by the master minds, who solely own a major
share of 34% of all occupiable land in the city of Hyderabad.

2. Very strong hold and accountability of scientific aspects of management:

The employee base of the company has been put through series of different tests and
hurdles to keep them in check of their stress threshold, and to assess their problem
solving capacity. All the employees are exceptionally talented as well as masters in
their practical field work which makes the most equipped work force in all of
Hyderabad.

3. High Customer Satisfaction: Al Barkha Constructions is known for its personalized

service and strong customer relationships. This has resulted in high customer
satisfaction scores, which can lead to increased customer loyalty and advocacy.

4. Strong Financial Performance: Al Barkha Constructions has demonstrated

consistent financial performance with increasing net profits, improving return on assets
(ROA), and a healthy capital adequacy ratio. This financial stability allows for future
growth and investment.

5. Focus on Technology Adoption: The company has been actively investing in digital
technologies and improving its online and mobile banking platforms. This commitment
to innovation can attract tech-savvy customers and improve operational efficiency.

27
6. Low Debt to Equity Ratio: Compared to its peers, Al Barkha Constructions has a
lower debt-to-equity ratio, indicating a strong financial position and less risk associated
with debt burden.

7. Strong Risk Management Practices: The bank has a robust risk management
framework in place, which helps mitigate potential risks and maintain financial
stability.

8. Experienced Management Team: The bank's management team has a proven track
record of success and deep industry knowledge, which can be crucial for navigating
challenges and seizing opportunities.

WEAKNESS:

1.High service cost when compared to other competitors:

The cost of the real estate services are considered comparatively higher than any other
companies in Hyderabad, but the amount charged is justified by the quality of services
provided. They have a belief that,

“Expensive Equates Exclusivity And Luxurious Outcomes.”

Opportunities:
• Growth in Digital Banking: The increasing adoption of digital banking services
presents an opportunity for Al Barkha Constructions to expand its reach and acquire
new customers, especially among tech-savvy segments.

• Financial Inclusion: Government initiatives aimed at financial inclusion can be

leveraged by Al Barkha Constructions to expand its customer base in rural and
underserved areas.

• Partnerships and Acquisitions: Strategic partnerships or acquisitions with other

financial institutions can help Al Barkha Constructions expand its product portfolio,
geographic reach, and customer base.
28
• Expansion into New Markets: As the Indian economy grows, Al Barkha
Constructions could explore expanding its operations to new regions.

Threats:

• Competition from Larger companies:

Large national and international companies pose a significant competitive threat to Al

Barkha Constructions, especially in terms of product, service offerings, technology, and
branch network.

• Regulatory Changes:

The constantly evolving regulatory landscape in the real estate sector can pose
challenges for Al Barkha Constructions in terms of compliance and operational costs.

• Economic Slowdown:

An economic slowdown could lead to increased loan defaults and impact the company's
profitability.

• Cybersecurity Threats:

As the company increases its reliance on technology, it becomes more vulnerable to

cyberattacks, which can damage its reputation and incur financial losses.

• Technological Disruption:

29
 New technologies and innovative fintech players could disrupt the traditional real
estate model and pose a challenge to Al Barkha Constructions established business
practices.

Conclusion:
AL BARKHA CONSTRUCTIONS has a strong foundation with a loyal customer
base, sound financial performance, and a commitment to innovation.

However, the company also faces challenges due to its geographic reach, high
operating costs, and competition from larger players. By capitalizing on its
strengths, addressing its weaknesses, and seizing emerging opportunities, AL
BARKHA CONSTRUCTIONS can continue to grow and thrive in the competitive
Indian Real estate sector and landscape altogether. The company has been
growing and taking into consideration different types of planned processes and
interventions to keep reinventing itself and has been proving its relevance and
dominance based on their experience in the real estate field and sector for the past
7 years.

3.6 Infrastructure Facilities:

Physical Infrastructure:

Office Branches:

 Al Barkha Constructions has only one branch in Telangana, Hyderabad which is

situated in secunderabad, Karkhana. This is where one can find all the information
about the upcoming projects and the successfully concluded projects of the past years.
The company majorly qualifies and has been a master in introducing the most amazing
30
 pieces of lands to their customers for sake of infrastructural constructions, amusement
parks, gardens, shopping malls etc.

Training Facilities:

 The company has a dedicated training camp setup in Gachibowli, and Kondapur where
their employees are trained and given the appropriate skill set to deal with consumers of
service with respect, ease, and affection to leave an everlasting positive imprint and
impression.

31
 CHAPTER-4
THEORETICAL FRAMEWORK

32
 THEORETICAL FRAMEWORK
4.1.1 Performance Appraisal

Performance appraisal is a system of review and evaluation of an individual or team’s

job

performance. An effective system assesses accomplishments and evolves the plans for

Performance management is a process that significantly affects organizational success

by

having managers and employees working together to set expectations, review results,
and

reward performance. Its goal is to provide an accurate picture of the past/ or the future

employee performance rate. To achieve this, performance standards are established.

4.1.2 The Performance Appraisal Process

Many of the external and internal environmental factors previously discussed can
influence

the appraisal process. Legislation requires that the appraisal systems be non-
discriminatory.

The labour union might affect the appraisal process by stressing seniority as the basis
for

promotions and pay increases. Factors within the internal environment can also affect
the

performance appraisal process. The type of corporate culture can serve to help or hinder
the

process. Identification of specific goals is the starting point for the PA process.

After specific appraisal goals have been established, workers and teams must
understand

33
what is expected from them in their tasks. Informing employees of what is expected of
them

is a most important employee relations task. At the end of the appraisal period, the
appraiser

observes work performance and evaluates it against established performance standards.

The

evaluation results are then communicated to the workers.

The performance evaluation discussion with the supervisor serves to reestablish job
requirements.

Steps in the performance appraisal process

• Identify the specific performance appraisal goals.

• Establish job expectations (job analysis).

• Examine work performed.

• Appraise performance.

• Discuss appraisal with employee.

4.1.3 Steps in the performance appraisal process

• Identify the specific performance appraisal goals.

• Establish job expectations (job analysis).

• Examine work performed.

• Appraise performance.

• Discuss appraisal with employee.

4.1.4 Uses of Performance Appraisal

34
Performance appraisal serves two types of the objectives one is to make the evaluation

decisions and other is to provide the need assessment source for the training and
development

if there is a gap between actual and expected performance. For many organizations, the

primary goal of an appraisal system is to improve performance. A system that is

properly

designed and communicated can help achieve organizational objectives and enhance

employee performance. In fact, PA data are potentially valuable for use in numerous
human

resource functional areas.

A. Human Resource Planning in assessing a firm's human resources, data must be

available

that describe the promotability and potential of all employees, especially key
executives.

B. Recruitment and Selection-Performance evaluation ratings may be helpful in

predicting the

future performance of job applicants.

C. Training and Development—a performance appraisal should point out an

employee's

specific needs for training and development. By identifying deficiencies that adversely
affect

performance, human resource and line managers are able to develop T&D programs
that

permit individuals to build on their strengths and minimize their deficiencies.

35
d. Career Planning and Development-Career planning and development may be viewed
from

either an individual or organizational viewpoint.

E. Compensation Programs-Performance appraisal results provide the basis for

decisions regarding pay increases.

Internal Employee Relations-Performance appraisal data are also frequently used for

decisions in areas of internal employee relations including motivation, promotion,

demotion,

termination, layoff, and transfer.

G. Assessment of Employee Potential some organizations attempt to assess employee

potential as they appraise job performance.

4.1.5 What to Evaluate

what aspect of a person's performance should an organization evaluate? In practice, the

most

common sets of appraisal criteria are traits, behaviours, and task outcomes.

a. Traits-many employees in organizations are evaluated on the basis of certain traits

such as

attitude, appearance, initiative, etc.

b. Behaviours—when an individual's task outcome is difficult to determine, it is

common to

evaluate the person's task-related behaviour.

c. Task Outcomes- if ends are considered more important than means, task outcomes
become

36
the most appropriate factor to evaluate.

d. Improvement Potential-some attention must be given to the future and the

behaviors and

outcomes that are needed to not only develop the employee, but also to achieve the
firm's

goals. This involves an assessment of the employee's potential.

4.1.6 Performance Appraisal Methods

The type of performance appraisal system utilized depends on its purpose. If the major

emphasis is on selecting people for promotion, training, and merit pay increases, a
traditional

method such as rating scales may be most appropriate. Collaborative methods are
designed to

assist employees in developing and becoming more effective.

a. 360-Degree Feedback-Involves input from multiple levels within the firm and
external

sources as well.

b. Rating Scales-Rates employees according to defined factors. The factors chosen for

evaluation are typically of two types: job related and personal characteristics.

c. Critical Incidents-Requires written records be kept of highly favourable and highly

unfavourable work actions.

37
d. Essay-the rater simply writes a brief narrative describing the employee's
performance. This

method tends to focus on extreme behaviour in the employee's work rather than routine
day-to-

day performance.

e. Work Standards-Compares each employee's performance to a predetermined

standard, or

expected level of output.

f. Ranking-the rater simply places all employees in a given group in rank order on the
basis of

their overall performance. Paired comparison is a variation of the ranking method that

involves comparing the performance of each employee with every other employee in
the

group.

g. Forced Distribution—an appraisal approach where the rater is required to assign

individuals in the work group to a limited number of categories similar to a normal

frequency

distribution.

h. Forced-Choice and Weighted Checklist Performance Reports —the forced-

choice

performance report is a technique in which the appraiser is given a series of statements

about

an individual and the rater indicates which items are most or least descriptive of the

employee. The weighted checklist performance report is a technique whereby the rater

38
 completes a form similar to the forced-choice performance report, but the various
responses

have been assigned different weights.

i. Behaviourally Anchored Rating Scales-A performance appraisal method that

combines
elements of the traditional rating scales and critical incidents methods.
j. Results-Based Systems—in a result-based system the superior and the subordinate
jointly
agree on objectives for the next appraisal period.

k. Assessment Centres-Recognizing the differences in purposes, and the difficulty that

a PA
system will have in achieving both aims, some firms opt to use an assessment center as
an
adjunct to their appraisal system

1. Management by objectives (MBO) It is a goal-oriented performance appraisal

method,

requires that supervisors and employees determine objectives for employees to meet
during

the rating period, and the employees appraise how well they have achieved their
objectives.

4.1.7 The Appraisal Interview

The appraisal interview is the Achillies’ heel of the entire evaluation process.

1. Scheduling the interview- Supervisors usually conduct a formal appraisal interview

39
 at the end of an employee’s appraisal period.

2. Interview structure- A successful appraisal interview should be structured in a particular

way that allows both the supervisor and the subordinate to view it as a upgrading solution
and alternative rather than a fault finding or a terminative procedure.

3. Use of Praise and Criticism- Praise should be provided when warranted, but it can
have only limited value if not clearly deserved. Criticism, even if needed it should be
given especially when it is difficult to give.

Employees' Role- Two weeks or so before the review, they should go through their
diary or

files and make a note of every project worked on, regardless of whether they were
successful

or not.

 Use of Software- Computer software is available for recording the appraisal data.

 Concluding the Interview- Ideally, employees will leave the interview with positive
feelings about management, the company, the job, and themselves.

4.1.8 Responsibility for Appraisal

In most organizations, the human resource department is responsible for coordinating

the design and implementation of performance appraisal system programs. However, it
is essential that line managers play a key role from the beginning to the end.

a. Immediate Supervisor- An employee’s immediate supervisor traditionally has been the

most common choice for evaluating performance.

40
b. Subordinates- Some managers have concluded that evaluation of managers by
subordinates is feasible.

c. Peers or 360 Degree appraisal- This type of appraisal has long proponents who
believed that such an approach is reliable if the work group is stable over a reasonably
long period of the time and performs tasks that requires considerable interaction.

d. Self-Appraisal- If the individual understands the objectives they are expected to

achieve and the standards by which they are to be evaluated, they are expected to be
totally professional towards their responsibility and be fair towards themselves and
conclude the procedure of self-appraisal. They must prove themselves to be in a
respective position to appraise their own performance.

e. Customer Appraisal- In this particular type appraisal the major feedback system is
established on the behaviour/reviews of the customers. This itself is solely responsible
and it determines the degree of success a firm has already achieved/ or will achieve in
the near future.

4.1.9 PROBLEMS IN PERFORMANCE APPRAISAL

Many performance appraisal methods have been severely criticized. Many of the major
discrepancies showing up, commonly mentioned were/are not inherent or engulfed in
the method but dominantly due to the improper usage and application of the respective
appraisal methods in different situations.

a. Lack of objectivity- A potential weakness of the traditional methods of performance

appraisal is that they lack the aspect of objectivity. Some subjectivity will always exist
and hold its position and importance in the performance appraisal methods. However,
the use of job factors does increase objectivity.

b. Halo Error- Occurs when the evaluator perceives one factor as being of paramount
importance and gives a good or bad overall rating to an employee based on this factor.

41
c. Leniency/Strictness- The giving of understood high or low ratings.

d. Central Tendency- Occurs when employees are incorrectly rated near the average or
middle of the scale.

Recent Behaviour Bias- it is only natural to remember recent behaviour more clearly
than actions from the more distant past. However, performance appraisals generally

cover a specified period of time, and an individual's performance should be considered

for the entire period.

e. Personal Bias Supervisors doing performance appraisals may have biases related to
their employees' personal characteristics such as race, religion, gender, disability, or age
group.

f. Manipulating the Evaluation in some instances, can be seen by the top level managers
themselves they control virtually every aspect of the appraisal process and are therefore
in a position to manipulate the system.

4.1.10 Global Trends in Performance Appraisal Program

The performance appraisal process has become the heart of the Human Resource
Management System in the organisation. Performance appraisal defines and measures
the performance of the employees and the organisations as whole. It is a tool for
accessing the performance of the organisations.

The important issues and points concerning performance appraisal in the present world
are as follows:

The focus of the performance appraisals is turning towards career development relying
on the dialogues and discussions with the superiors.

• Performance measuring, rating and review systems have become more detailed,
structured and person specific than before.

42
 • Performance related pay is being incorporated in the strategies used by the
organisations.

• Trend towards a 360-degree feedback system

• The problems in the implementation of the performance appraisal processes are being
anticipated and efforts are being made to overcome them.

• In India, the performance appraisal processes are faced with a lot of obstacles, the
most prominent being the lack of quantifiable indicators of the performance.

4.2.1 GLOBAL TRENDS:

The emergence of following concepts and the following trends related to performance
appraisal can be seen in the global scenario:

 360 Degree Appraisal:

The 360 degrees appraisal feedback, also known as the multi “multi-rater feedback is
the most comprehensive appraisal where the feedback about the employee performance
comes from all the sources that come in contact with the employees on his job.
Organisations are increasingly using feedback from various sources such as peer input,
customer feedback, and input from superiors. Different forms with different formats are
being used to obtain the information regarding the employee performance.

 Team Performance Appraisal

According to a wall street journal headline, "Teams have become commonplace in U.S.
Companies". Most of the performance appraisal techniques are formulated with
individuals in mind i.e. to measure and rate the performance of the individual
employee. Therefore, with the number of teams increasing in the organisations, it
becomes difficult to measure and appraise the performance of the team. The question is
how to separate the performance of the team from the performance of the employees. A
solution to this problem that is being adopted by the companies is to measure both the

43
individual and the team performance. Sometimes, team based objectives are also
included in the individual performance plans.

• Rank and Yank Strategy

Also known as the "Up or out policy", the rank and yank strategy refers to the
performance appraisal model in which best-to-worst ranking methods are used to
identify and separate the poor performers from the good performers. Then the action
plans and the improvement opportunities of the poor performers are discussed and they
are given to improve their performance in a given time period, after which the
appropriate HR decisions are taken. Some of the organizations following this strategy
are Ford

4.2.2 APPRAISAL AS EMPLOYEE MOTIVATION MECHANISM

Keeping in mind the growing attrition rates and the employee dissatisfaction among the
employees, the HR professionals are approaching and using the performance appraisal
as a fuel to motivate employees. The latest trend being followed by the HR
professionals is to use

the performance appraisal and review process as a motivating mechanism. Various

surveys and studies have testified the relationship between performance review, pay
and motivation

Other than the traditional goal of accessing the performance of the employees,
Performance appraisals and reviews can be used as a tool to reinforce the desired
behaviour and competent performance of the employees

One of the most motivating factors for the employees, in the Performance appraisal
processes is to receive a fair an accurate assessment of their performance. Inaccurate
evaluation is one reason because of which most employees dread going through

44
performance appraisals. An employee always expects his appraiser to recognize and
appreciate his achievements, support him to overcome the problems and failures.

The discrepancies and the inaccuracies in the performance review can demotivate the
employees, even if there has been an increase in the salary. Such inaccuracies can kill
the innovation and enthusiasm and spirit in the employees. Similarly, inaccurate
reviews with no hike in compensation can increase the attrition rate in the
organisations, forcing the employees to look out for other options.

An employee prefers an accurate performance review with no increase in the salary

over inaccurate performance review with an increase in salary.

Employees, who receive both accuracy and a pay increase during their performance
review, are likely to be the most motivated. Therefore, performance appraisal (review
and its consequence in the form of compensation adjustments) has the potential of
motivating employees and increasing their job satisfaction.

4.2.3 Evolution of Performance Management

The term performance management gained its importance from the times when the
competitive pressures in the market place started rising and the organizations felt the
need of introducing a comprehensive performance management process into their
system for improving the overall productivity and performance effectiveness. The
performance management process evolved in several phases.

• First Phase: The origin of performance management can be traced in the early 1960's
when the performance appraisal systems were in practice. During this period, Annual

4.2.4 Confidential Reports (ACR's)

which was also known as Employee service Records were maintained for controlling
the behaviours of the employees and these reports provided substantial information on
the performance of the employees. Any negative comment or a remark in the ESR or
ACR used to adversely affect the prospects of career growth of an employee. The
assessments were usually done for ten traits on a five to ten points rating scale basis.

These traits were job knowledge, sincerity, dynamism, punctuality, leadership, loyalty,
etc. The remarks of these reports were never communicated to the employees and strict
confidentiality was maintained in the entire process. The employees used to remain in

45
absolute darkness due to the absence of a transparent mechanism of feedback and
communication. This system had suffered from many drawbacks.

• Second Phase: This phase continued from late 1960's till early 1970's, and the key
hallmark of this phase was that whatever adverse remarks were incorporated in the
performance reports were communicated to the employees so that they could take
corrective actions for overcoming such deficiencies. In this process of appraising the
performance, the reviewing officer used to enjoy a discretionary power of overruling
the ratings given by the reporting officer. The employees usually used to get a formal
written communication on their identified areas of improvements if the rating for any
specific trait used to be below 33%.

• Third Phase: In this phase the term ACR was replaced by performance appraisal.
One of the key changes that were introduced in this stage was that the employees were
permitted to describe their accomplishments in the confidential performance reports.
The employees were allowed to describe their accomplishments in the self appraisal
forms in the end of a year. Besides inclusion of the traits in the rating scale, several new
components were considered by many organizations which could measure the
productivity and performance of an employee in quantifiable terms such as targets
achieved, etc. Certain organizations also introduced a new section on training needs in
the appraisal form. However, the confidentiality element wasstill being maintained and
the entire process continued to be control oriented instead of being development
oriented.

• Fourth Phase: This phase started in mid 1970's and its origin was in India as great
business tycoons like Larsen & Toubro, followed by State Bank of India and many
others introduced appreciable reforms in this field. In this phase, the appraisal process
was more development driven, target based (performance based), participative and open
instead of being treated as a confidential process. The system focused on performance
planning, review and development of an employee by following a methodical approach.
In the entire process, the appraise (employee) and the reporting officer mutually
decided upon the key result areas in the beginning of a year and reviewed it after every
six months. In the review period various issues such as factors affecting the
performance, training needs of an employee, newer targets and also the ratings were
discussed with the appraisee in a collaborative environment.

46
This phase was a welcoming change in the area of performance management and many
organizations introduced a new HR department for taking care of the developmental
issues of the organization.

• Fifth Phase: This phase was characterized by maturity in approach of handling

people's issues. It was more performance driven and emphasis was on development,
planning and improvement. Utmost importance was given to culture building, team
appraisals and quality circles were established for assessing the improvement in the
overall employee productivity.

The performance management system is still evolving and in the near future one may
expect a far more objective and a transparent system.

4.2.5 EFFECTIVENESS OF PERFORMANCE APPRAISALS:

Performance appraisals can be an effective tool if they are used in a constructive and
motivating manner. The appraisal should target specific areas of weakness and strength.
It is important for employees to know the areas where they are under-performing as
well as the categories where they excel. A performance appraisal should be a well-
thought instrument designed to bring about a desired behaviour. When you
communicate with an employee using a performance appraisal, it provides an
opportunity for clarification of any discrepancies.

4.2.6 Goals and Objectives

Performance appraisals help management communicate, with each employee, goals and
objectives. Employees should always be told what is expected of them and how they
are achieving in relation to their goals and objectives. If someone is not hitting a
specific target, then management is responsible for establishing a game plan, along with
the employee, designed to correct the deficiency. More coaching and mentoring may be
called for or maybe the employee was never told what was expected.

4.2.7 Action Plan

If an action plan is put into place, the employee should be given time frames for the
implementation of the plan. Everything should be spelled out completely so that the

47
employee will know what actions should be taken and when. The plan should let the
employee know what is to be accomplished, once the necessary steps have been taken.
At various intervals, during the implementation of the plan, the manager and employee
should communicate on a regular basis to discuss the effectiveness of the plan.

4.2.8 Legal Action

Performance appraisals can be relied on heavily if an employee decides to bring legal

action against a company. Sometimes employees will sue a company because they do
not feel they were properly trained or they may feel everything was not explained to
them as it should have been. Whenever performance appraisals are administered,
employees should be required to sign. Management should make a note in those cases
when an employee refuses to sign. Having everything documented can prove to be
helpful in a court of law.

4.2.9 Promotions/Advancement

If you are considering an employee for promotion, you can always refer back to his
performance appraisal for a little assistance and guidance. Employees performing, over
and above the ordinary, on a regular basis may be given more consideration when it
comes time for advancement and promotion opportunities. Performance appraisals
should accurately reflect and record an employee's record of achievement.

4.2.10 Training Needs

A performance appraisal is effective when it comes to identifying training opportunities

for an employee. Sometimes one-on-one training is needed to help an employee
become more productive. Employees can attend seminars and workshops to satisfy
their training needs in a specific area which enables them to become more proficient
and effective with their job

4.3.1 Employee Feedback

Employee performance appraisals should always provide a section for an employee to

express their ideas, thoughts, concerns and suggestions about the working environment,
their job and the performance appraisal in general. This will help the management

48
improve its techniques for motivation, training, education, and the method of delivering
performance appraisals. Without employee feedback it is very hard and practically not
possible for the organisation to take or inculcate certain necessary steps and
interventions, aiming towards the betterment of the organisational workforce.

Feedback in general depicts the nature of awareness and concern, raised by the
management to know and inquire about the needs, issues, and the necessary
information of the employees one on one.

49
 Chapter -5

Data Analysis and Interpretations

50
1.have your worked in any other company prior to joining this organization?

respondents
Yes 16
No 13

Table no 5.1

respondents

13

16

Yes No

Fig.1

INTERPRETATION:

The data reveals a split among respondents, with 16 indicating agreement ("Yes")
and 13 expressing disagreement ("No"). This suggests a relatively balanced division
of opinions on the subject. While there is a slight majority in favour, the significant
number of "No" responses indicates substantial opposition or reservations. This
suggests a nuanced landscape of attitudes, with neither viewpoint dominating
decisively.

51
2. Were you informed about the Performance Appraisal model, used in the
organization during your induction?

C respondents
yes 22
no 8

Table no-5.2

respndents

22

yes no

Fig.2

INTERPRETATION:

The data illustrates a clear majority of respondents, with 22 indicating agreement

("Yes") compared to only 8 expressing disagreement ("No"). This suggests a
strong overall inclination towards the subject. The significant margin between the
"Yes" and "No" responses indicates a pronounced consensus in favour of the
topic. However, the presence of dissenting opinions underscores the existence of
differing viewpoints, albeit in the minority.

52
3. " The performance appraisal system is sufficient in assessing goals and objectives
of the organization." Do you agree with this statement?

respondents
agree 12
strongly agree 9
disagree 4
neither agree and disagree 5
Table no -5.3

respondents
14
12
12

10 9

6 5
4
4

0
agree strongly agree disagree neither agree and
disagree

Fig.3

INTERPRETATION:

The data presents a varied spectrum of responses, with 12 respondents indicating

agreement, 9 expressing strong agreement, 4 disagreeing, and 5 neither agreeing
nor disagreeing. The combination of "agree" and "strongly agree" responses
suggests a significant positive sentiment towards the subject, although not
unanimous. Conversely, the presence of "disagree" and "neither agree nor
disagree" responses indicates dissenting or neutral perspectives. Overall, the data

53
highlights a diverse range of attitudes, with a notable but not overwhelming
majority leaning towards agreement.

4. How important is performance appraisal in improving your overall performance

and productivity according to you?

C respondents
important 15
very important 10
moderately important 5
not at all important 0

Table no-5.4

respondents
16 15

14

12
10
10

6 5

2
0
0
important very important moderately important not at all important

Fig.4
INTERPRETATION:

The majority of respondents, totalling 19, answered affirmatively with "yes,"

indicating a strong inclination towards the subject. However, a notable minority of
8 respondents answered negatively with "no," suggesting dissent or reservations.
Additionally, 3 respondents selected "maybe," indicating uncertainty or neutrality
towards the topic. The data highlights a range of attitudes, with a clear majority in
favor but with significant diversity in responses.

54
5. In your opinion does performance appraisal conducted by your company, gives a
proper assessment of your contribution towards the organization?

respondents
yes 19
no 8
maybe 3

Table no -5.5

respondents

19

yes no maybe

Fig.5

INTERPRETATION:

The majority of respondents, totalling 19, answered affirmatively with “yes,”

indicating a strong inclination towards the subject. However, a notable minority of
8 respondents answered negatively with “no,” suggesting dissent or reservations.
Additionally, 3 respondents selected “maybe,” indicating uncertainty or neutrality
towards the topic. The data highlights a range of attitudes, with a clear majority in
favour but with significant diversity in responses.

55
6. According to you how often should performance appraisal be conducted?

Respondents
once a week 3
once amonth 7
once a three months 12
once in 6 months 7
once in a year 1

Table no-5.6

respondents
14

12

10

0
once a week once amonth once a three once in 6 months once in a year
months

Fig.6
INTERPRETATION:

The data illustrates varying frequencies of an event or activity among respondents.

The most common frequency is once every three months, with 12 respondents
indicating this interval. Seven respondents prefer a six-month frequency, while
seven others opt for once a month. Three respondents favour a weekly occurrence,
and only one respondent suggests an annual interval. The distribution suggests a
preference for regular but not overly frequent engagement in the activity.

7. How do you feel is the Performance Appraisal model in your organization?

56
 respondents
efficient and fair 10
inefficient and partial 4
all of the above 8
complicated and fair 7
Table no-5.7

respondents
12
10
10
8
8 7

6
4
4

0
effcient and fair ineffcvient and partial all of the above complicated and fair

Fig.7

INTERPRETATION:

The data suggests a preference for efficiency coupled with fairness, with 10
respondents endorsing this view. However, 4 respondents perceive inefficiency
paired with partiality. Interestingly, 8 respondents chose “all of the above,”
indicating diverse perspectives or uncertainty. Additionally, 7 respondents see
fairness in complexity. Overall, the responses highlight varying perceptions of
fairness and efficiency, with a predominant preference for their conjunction.

8. Which principle do you prefer for promotion, increment, and incentives in your
Organisation?

57
 Respondents
merit 8
seniority 4
merit and seniority 10
all of the above 8

Table no 5.8

respondents
12
10
10
8 8
8

6
4
4

0
merit seniority merit and seniority all of the above

Fig.8

INTERPRETATION:

This data indicates that among the respondents, there is a relatively equal split
between those who prioritize merit (8) and those who consider both merit and
seniority (10) as important factors. A smaller portion of respondents prioritize
seniority alone (4), while an equal number support all options (8). This suggests
a diversity of perspectives among the respondents regarding the criteria for
some decision-making process, with a significant portion valuing a combination
of merit and seniority.

9. How often does the Performance assessment match to your expectations?

58
 respondents
Always 10
sometimes 8
rarely 5
never 7

Table no -5.9

respondents

7
10

Always sometimes rarely never

Fig.9

INTERPRETATION:

The distribution of responses among respondents reflects varying degrees of

engagement or frequency regarding the subject matter. With 10 respondents
indicating "Always," there is a notable segment consistently involved. Conversely,
the presence of respondents who indicated "never" (7) suggests a significant
portion disengaged entirely. The middle ground is represented by "sometimes" (8)
and "rarely" (5), indicating fluctuating levels of participation. Overall, the data
suggests a spectrum of involvement, with a balance between consistent
engagement, occasional participation, and a minority reporting rare or non
existent involvement, painting a nuanced picture of respondent behaviour.

10. How far do you agree that the performance appraisal system in your organization
is fair and transparent?

59
 respondents
Strongly disagree 4
disagree 8
neutral 4
agree 9
strongly agree 5

Table no -5.10

respondents
10
9
9
8
8
7
6
5
5
4 4
4
3
2
1
0
Strongly disagree disagree neutral agree strongly agree

Fig.10
INTERPRETATION:

The data depicts a diverse array of opinions among respondents, with 4 strongly
disagreeing, 8 disagreeing, 4 expressing neutrality, 9 agreeing, and 5 strongly
agreeing. While the combined "agree" and "strongly agree" responses suggest a
notable positive sentiment towards the subject, they do not constitute a majority.
Conversely, the presence of "disagree" and "strongly disagree" responses
underscores dissenting viewpoints, albeit in the minority. Additionally, the
presence of respondents expressing neutrality suggests a segment of the group
withholding strong opinions. Overall, the data highlights a nuanced landscape of
attitudes, with no single perspective dominating decisively.

60
11. Are you satisfied with Training and Development suggested by the reporting
officer after appraisal?

respondents
Yes 21
No 5
Maybe 4
Table no 5.11

respondents

21

Yes No Maybe

Fig.11

INTERPRETATION:

The data reveals a significant majority of respondents, with 21 indicating

agreement ("Yes") compared to 5 expressing disagreement ("No"). This suggests a
strong overall inclination towards the subject. The notable presence of "Maybe"
responses, totaling 4, indicates a degree of uncertainty or neutrality among a
minority of respondents. Overall, the data suggests a predominantly positive
attitude towards the topic, though with some variability in certainty or agreement
among a minority of respondents.

12. How often you and your superior discus about your performance?

61
 respondents
frequently 10
regularly 6
occasionally 7
rarely 5
never 4
Table no-5.12

respondents
12
10
10

8 7
6
6 5
4
4

0
frequently regularly occasionally rarely never

Fig.12

INTERPRETATION:

The data presents a spectrum of frequencies with which respondents engage in the
subject matter. “Frequently” garnered the highest response with 10, followed by
“regularly” with 6, and “occasionally” with 7. Conversely, fewer respondents
reported engaging “rarely” (5) or “never” (4). This suggests a range of levels of
involvement or participation, with a notable portion engaging at higher
frequencies. The data implies varying degrees of commitment or interest among
respondents, highlighting a diverse array of engagement with the subject matter.

13. Do you feel that the current performance appraisal system is motivating the
employees?

62
 RESPONDENTS
Yes 16
No 10
to some extent 4
Table no -5.13

RESPONDENTS

to some extent 4

No 10

Yes 16

0 2 4 6 8 10 12 14 16 18

Fig.13

INTERPRETATION:

The data showcases a range of responses among respondents, with 16 indicating

agreement ("Yes"), 10 expressing disagreement ("No"), and 4 choosing "to some
extent." While the "Yes" responses constitute a plurality, the presence of both
"No" and "to some extent" options suggests a diverse array of opinions. The
relatively high number of "No" responses indicates a significant minority
dissenting from the subject. Meanwhile, the "to some extent" category implies a
nuanced perspective among some respondents, neither fully endorsing nor
rejecting the subject matter outright. Overall, the data portrays a complex
landscape of attitudes towards the topic, with varying degrees of agreement and
dissent.

14. Does the present Appraisal System helps you to know your Strengths and
weaknesses?

63
 Respondents
yes 14
no 6
to some extent 6
totally 3
Table no -5.14
Respondents

6 14

yes no to some extent totally

Fig.14

INTERPRETATION:

The responses from the respondents illustrate a range of attitudes towards the
subject matter. A majority (14) indicated agreement ("yes"), suggesting a
significant level of endorsement or support. Conversely, a smaller but notable
proportion (6) expressed disagreement ("no"), indicating dissenting viewpoints.
The category "to some extent" (6) suggests a nuanced perspective among
respondents, acknowledging shades of gray in their opinions. Meanwhile, the
presence of "totally" (3) indicates a subset of respondents who are fully aligned
with the subject matter. Overall, the data portrays a diverse array of attitudes,
with varying degrees of agreement, dissent, and nuanced viewpoints among
respondents, highlighting the complexity of opinions within the group.

15. Does the present Appraisal System provides an opportunity to express

dissatisfaction
regarding rating by appraiser?

64
 respondents
yes 17
no 11
Table no -5.15

respondents

11

17

yes no

Fig.15

INTERPRETATION:

The data indicates a plurality of respondents (17) expressing agreement (“yes”) with
the subject matter, suggesting a substantial level of support. However, there is also
a significant minority (11) who expressed disagreement (“no”), indicating a
contrasting perspective within the group. This distribution suggests a somewhat
divided opinion among respondents. While the “yes” responses constitute a
majority, the presence of a notable number of “no” responses highlights dissenting
viewpoints. Overall, the data reflects a spectrum of attitudes, with differing levels
of endorsement or opposition, underscoring the complexity of opinions within the
respondent pool.

16. Do you feel that there is significant improvement in your performance after
performance appraisal?

65
 Respondents
Yes 21
No 5
Maybe 1
To some extent 2
Table no -5.16

respondents

2
1

21

Yes No Maybe To some extent

Fig.16

INTERPRETATION:

This data suggests that the majority of respondents, 21 out of 29, have responded
positively (“Yes”) to whatever query or statement was presented to them. This
indicates a strong inclination or agreement towards the subject matter. The
presence of a few “No” responses (5) it indicates some dissent or disagreement.
The responses “Maybe” and “To some extent” suggest uncertainty or ambivalence
among a smaller portion of respondents (1 and 2 respectively). Overall, the data
implies a variety of opinions among the respondents, with the majority leaning
towards a positive viewpoint.

17. Do you think that the employees who received frequent feedback concerning their
performance are highly motivated than those who do not?

66
 RESPONDENTS
Strongly disagree 10
Disagree 9
Neutral 4
Agree 5
Strongly agree 1
TABLE NO -5.17

AXAXAX
RESPONDENTS

Strongly agree 1

Agree 5

Neutral 4

Disagree 9

Strongly disagree 10

0 2 4 6 8 10 12

Fig.17

INTERPRETATION:

The distribution of responses among respondents reflects a predominantly

negative stance towards the subject matter. The highest number of respondents
(10) strongly disagreed, followed closely by 9 who disagreed. The presence of
neutral responses (4) suggests a minority withholding strong opinions, while only a
small fraction agreed (5), with even fewer strongly agreeing (1). This indicates a
substantial divergence of opinions, with a clear majority expressing dissent or
reservations. The data portrays a significant level of skepticism or opposition
within the respondent pool, underscoring the need for further exploration or
clarification regarding the subject matter.

18. How do you rate the Performance Appraisal System in your Organization?
RESPONDENTS
Excellent 4

67
 Fair 11
Good 2
Satisfactory 2
Poor 10
TABLE NO 5.18

RESPONDENTS
12 11
10
10

6
4
4
2 2
2

0
Excellent Fair Good Satisfactory Poor

Fig.18
INTERPRETATION:

The distribution of responses among respondents indicates a varied assessment of

the subject matter. The majority of respondents (11) rated it as "Fair," suggesting
a middling perception overall. However, a substantial portion (10) rated it as
"Poor," indicating dissatisfaction or negative sentiment. Conversely, only a few
respondents rated it as "Excellent" (4), "Good" (2), or "Satisfactory" (2),
suggesting limited positive evaluations. The prevalence of "Poor" ratings
highlights significant areas of concern or dissatisfaction within the subject matter.
Overall, the data suggests a mixed perception, with a notable portion expressing
dissatisfaction and a minority offering positive evaluations, underscoring areas for
improvement.

19. What is your satisfaction level with the current appraisal in your organization?

68
 RESPONDENTS
Very satisfied 16
Satisfied 2
Neutral 6
Dissatisfied 4
Very dissatisfied 1
Table no -5.19

RESPONDENTS
18
16
16
14
12
10
8
6
6
4
4
2
2 1
0
Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied

Fig.19

INTERPRETATAION:

The data reflects a predominantly positive sentiment among respondents towards

the subject matter, with a majority (16) indicating being “Very satisfied.” This
suggests a high level of contentment or approval. However, there is a small
minority expressing dissatisfaction, with 4 respondents indicating “Dissatisfied”
and 1 “Very dissatisfied.” The presence of “Neutral” responses (6) indicates a
segment of respondents withholding strong opinions. Overall, while the majority
express satisfaction, the existence of dissatisfied respondents underscores areas of
potential improvement or concern within the subject matter.

20. If you are allowed to set your own targets will their be any improvements in your
performance?

69
 Respondents
Agree 8
Disagree 8
Strongly Agree 11
Strongly Disagree 1
To some extent 1
Table no 5.20

respondents

To some extent

Strongly Disagree

Strongly Agree

Disagree

Agree

0 2 4 6 8 10 12

Fig.20
INTERPRETATION:

The distribution of responses among respondents reveals a diverse range of

opinions towards the subject matter. While there is a significant number who
strongly agree (11), indicating a pronounced positive sentiment, an equal number
disagree (8). This suggests a clear divide in opinions within the respondent pool.
The presence of both “Agree” and “Disagree” responses showcases a spectrum of
perspectives, with some expressing varying degrees of agreement or disagreement.
The single respondent indicating “Strongly Disagree” and “To some extent” each
highlights outliers with contrasting viewpoints. Overall, the data reflects a
nuanced landscape of attitudes, with a majority leaning towards agreement but
with notable dissenting opinions, underscoring the complexity of perspectives
within the group.

21. Do you feel performance appraisal still holds the same importance and credibility in
the growth of any organization as well as employee?

RESPONDENTS
Agree 3

70
 Disagree 3
Strongly Agree 8
Strongly Disagree 1
To some extent 14

Table no -5.21

RESPONDENTS
16
14
14

12

10
8
8

4 3 3

2 1

0
Agree Disagree Strongly Agree Strongly Disagree To some extent

Fig.21
INTERPRETATION:

The data illustrates a wide range of responses, reflecting diverse attitudes towards
the subject matter among respondents. While there is a notable number who
indicate “To some extent” (14), suggesting a nuanced or ambivalent viewpoint,
there is also a considerable portion (8) who strongly agree, indicating a
pronounced positive sentiment. Conversely, the presence of both “Agree” (3) and
“Disagree” (3) responses suggests varying degrees of alignment with the subject.
The single respondent indicating “Strongly Disagree” represents a distinct outlier.
Overall, the data highlights a complex spectrum of opinions, with a majority
leaning towards partial agreement or neutrality, alongside significant pockets of
strong agreement and disagreement, emphasizing the diversity of perspectives
within the respondent pool.

22. Does your company has an separate team of professionals working on

performance appraisal system?

Respondents
yes 24

71
 no 5
Table no-5.22

respondents

24

yes no

Fig.22
INTERPRETATION:

The data portrays a clear majority of respondents (24) indicating agreement ("yes")
with the subject matter, suggesting a strong overall endorsement. Conversely, a
smaller minority (5) expressed disagreement ("no"), indicating dissenting
viewpoints. This distribution indicates a pronounced consensus in favor of the topic
among the respondents. The significant gap between the "yes" and "no" responses
underscores the prevailing sentiment within the group. Overall, the data suggests a
decisive majority in favour of the subject, with a minority holding contrasting views,
highlighting a clear stance among the respondent pool.

23. Do you agree 360 appraisal is a good choice of performance appraisal method to
rely onto in this dynamically competitive environment?

RESPONDENTS
Agree 11

72
 Strongly Agree 10
DISAGREE 4
NEUTRAL 2
STRONGLY DIS AGREE 2
Table no 5.23

RESPONDENTS

STRONGLY DIS AGREE 2

NEUTRAL 2

DISAGREE 4

Strongly Agree 10

Agree 11

0 2 4 6 8 10 12

Fig.23

INTERPRETATION:

The data reveals a predominant trend towards agreement, with a substantial

combined total of 21 respondents expressing either agreement or strong
agreement. This suggests a prevailing positive sentiment towards the subject
matter within the respondent pool. However, the presence of dissenting viewpoints,
represented by 4 respondents who disagree, indicates a minority expressing
reservations or opposing perspectives. Additionally, the inclusion of neutral
responses from 2 participants suggests a segment withholding strong opinions.
Overall, while the majority align with the topic, the presence of diverse attitudes
underscores the complexity of viewpoints among the respondents.

24. Does this questionnaire cover all the aspects of performance appraisal system in
relevance to your concerned organization?

respondents
Yes 20

73
 No 4
To some extent 3
To very high extent 2
Table no- 5.24

Fig.24

INTERPRETATION:

The data showcases a strong inclination towards agreement, with a significant

majority of 20 respondents indicating "Yes" to the subject matter. This suggests a
prevailing positive sentiment within the respondent pool. However, the presence of
4 respondents who answered "No" indicates a notable minority expressing dissent
or reservations. Additionally, the inclusion of responses like "To some extent" and
"To very high extent" suggests varying degrees of endorsement among the
participants. Overall, while there is a clear majority in favor of the topic, the data
also highlights diversity in the depth of agreement and the presence of contrasting
viewpoints.

Z TEST FOR THE FOLLOWING QUESTIONS:

1.

74
 male female
Mean 2.866667 2.866667
Standard Error 0.38873 0.363405
Median 3 3
Mode 1 4
Standard
Deviation 1.505545 1.407463
Sample
Variance 2.266667 1.980952
Kurtosis -1.3067 -1.5204
Skewness 0.114208 -0.26223
Range 4 4
Minimum 1 1
Maximum 5 5
Sum 43 43
Count 15 15
Confidence
Level(95.0%) 0.833743 0.779427
Table no-5.25

50
Chart Title
45
40
35
30
25
20
15
10
5
0
-5

fair and transparent male fair and transparent female

75
 Z TEST FOR TWO SAMPLE MEANS

fair and transparent fair and transparent

Mean 2.866666667 2.866666667
Known Variance 2.266666667 1.980952381
Observations 15 15
Hypothesized Mean
Difference 0
z 0
P(Z<=z) one-tail 0.5
z Critical one-tail 1.644853627
P(Z<=z) two-tail 1
z Critical two-tail 1.959963985
Table no-5.26

INTERPRETATION:

The p-value is 1, which is greater than the significance level (typically 0.05). This high
p-value indicates that the observed difference between the two means is likely due to
random chance.The z-statistic is 0, which means the difference between the two sample
means is exactly equal to the hypothesized difference (which is assumed to be 0 in this
case).Since we cannot reject the null hypothesis

2.

76
 highly
motivated
male female
Mean 2.866667 2.866667
Standard Error 0.38873 0.363405
Median 3 3
Mode 1 4
Standard
Deviation 1.505545 1.407463
Sample
Variance 2.266667 1.980952
Kurtosis -1.3067 -1.5204
Skewness 0.114208 -0.26223
Range 4 4
Minimum 1 1
Maximum 5 5
Sum 43 43
Count 15 15
Confidence
Level(95.0%) 0.833743 0.779427
Table no-5.27

Chart Title
50
45
40
35
30
25
20
15
10
5
0
-5

highly motivated male highly motivated female

77
 Z TEST FOR TWO SAMPLE MEANS

highly motivated highly motivated

Mean 2.866666667 2.866666667
Known Variance 2.26666667 1.980952381
Observations 15 15
Hypothesized Mean Difference 0
z 0
P(Z<=z) one-tail 0.5
z Critical one-tail 1.644853627
P(Z<=z) two-tail 1
z Critical two-tail 1.959963985

Table no-5.28

INTERPRETATION:

The p-value is 1, which is greater than the significance level (typically 0.05). This high
p-value indicates that the observed difference between the two means is likely due to
random chance.The z-statistic is 0, which means the difference between the two sample
Mean sample is exactly equal to the hypothesized difference (which is assumed to be 0
in this case).Since we cannot reject the null hypothesis

3.

78
 growth
male female
Mean 2.866667 2.866667
Standard Error 0.38873 0.363405
Median 3 3
Mode 1 4
Standard
Deviation 1.505545 1.407463
Sample
Variance 2.266667 1.980952
Kurtosis -1.3067 -1.5204
Skewness 0.114208 -0.26223
Range 4 4
Minimum 1 1
Maximum 5 5
Sum 43 43
Count 15 15
Confidence
Level(95.0%) 0.833743 0.779427
Table no-5.29

Chart Title
50
45
40
35
30
25
20
15
10
5
0
-5

highly motivated male highly motivated female

79
 Z TEST FOR TWO SAMPLE MEANS

growth growth
Mean 2.866666667 2.866666667
Known Variance 2.26666667 1.980952381
Observations 15 15
Hypothesized Mean
Difference 0
z 0
P(Z<=z) one-tail 0.5
z Critical one-tail 1.644853627
P(Z<=z) two-tail 1
z Critical two-tail 1.959963985
Table no-5.30

INTEERPRETATION:

The p-value (0.5) is greater than the significance level (typically 0.05). A high p-value
like this indicates that the difference observed between the two means is likely due to
random chance.The z-statistic (0) shows the difference between the two sample means
It is exactly equal to the hypothesized difference (which is assumed to be 0 in this
case).Since we cannot reject the null hypothesis

4.

80
 360 apprisal
male female
Mean 2.866667 2.866667
Standard Error 0.38873 0.363405
Median 3 3
Mode 1 4
Standard
Deviation 1.505545 1.407463
Sample
Variance 2.266667 1.980952
Kurtosis -1.3067 -1.5204
Skewness 0.114208 -0.26223
Range 4 4
Minimum 1 1
Maximum 5 5
Sum 43 43
Count 15 15
Confidence
Level(95.0%) 0.833743 0.779427
Table no-5.31

Chart Title
50
45
40
35
30
25
20
15
10
5
0
-5

360 apprisal male 360 apprisal female

Z TEST FOR TWO SAMPLE MEANS

81
 360 apprisal 360 apprisal
Mean 2.866666667 2.866666667
Known Variance 2.26666667 1.980952381
Observations 15 15
Hypothesized Mean
Difference 0
z 0
P(Z<=z) one-tail 0.5
z Critical one-tail 1.644853627
P(Z<=z) two-tail 1
z Critical two-tail 1.959963985
Table no-5.32

INTERPRETATION:

The p-value (1) is greater than the significance level (typically 0.05). A high p-value
like this indicates that the difference observed between the two means is likely due to
random chance.The z-statistic (0) shows the difference between the two sample means
is exactly equal to the hypothesized difference (which is assumed to be 0 in this
case).Since we cannot reject the null hypothesis.

82
 CHAPTER-6
FINDINGS, SUGGESTIONS AND
CONCLUSIONS

83
 FINDINGS

1. Above 65% of the respondents are experienced and they are aware of performance
appraisal model existing in the organization and they were informed during the
induction.
2 Above 60% of the respondents are satisfied with the performance appraisal system in
assessing goals and objectives of the organization.
3. 3/4 of the respondents feel that the performance appraisal is an important factor to
improve performance.
4. Only 36% of the respondents feel that performance appraisal system gives a proper
assessment to their contribution in the organization.
5. The majority of the respondents (33%) feel the three should have a review once in a
month regarding the performance.
6. Above 80% of the respondents feel that the performance appraisal model is simple,
objective and efficient.
7. Most of the organizations use multiple techniques like easy appraisal method, field
review method, work standard approach, critical incident appraisal, ranking method,
graphic rating scale, and management by objectives and forced choice rating method.
8. Above 45% of the respondents will prefer merit in giving promotion, increment and
incentives in the organization.
9. Only 26 respondents feel that the performance assessment matches to their
expectations every time.
10. Above 50% of the respondents agree that the appraisal system in the organization is
fair and transparent.
11.46% of the respondents have neutral opinion that the training and development
requirement are identified and commenced in the beginning of the year.
12. 1/4th of the respondents is not satisfied with reporting officer after the completion
of training.
13. Only 26 respondents discuss regularly regarding their performance with them

84
 SUGGESTIONS

1. is observed that only 3/4 of the respondents are having knowledge about the
performance appraisal model in the organization. It is suggested that every employee
should know about the performance appraisal model in order to motivate the employees
towards achieving the targets.

2.The performance appraisal system is motivating only 50% of the employees in

achieving the goals and objective of the organization. The management should
concentrate more on this concept to motivate the remaining employees in achieving the
goals and objectives.

3.Among the 100 respondents only 26 respondents are able to reach the performance
assessment. The management should consider this factor as an important factors
otherwise the performance assessment will of no use.

4. The management should give training and development in a better and efficient way
with experienced trainer as it is observed that only 35% of the respondents are satisfied
with the training and development programs.

5. It is instructed to the superiors, to motivate the employees regarding the performance

appraisal system as most of the superiors are not doing now.

6. 41 respondents feel that the performance appraisal system creates a competitive

environment at work place and also knows about the strength and weaknesses. The
management should take special to the remaining employees to create a competitive
environment at work place.

7. Above 1/4th of the respondents are benefited with the performance appraisal system
to work under stress and strain and also improved in their performance. The
management should take necessary steps in order to motivate the remaining employees
regarding the same which will help for the organization as well as to the employees.

85
 CONCLUSIONS

The study on the performance appraisal was undertaken with the objective of getting an

insight to the appraisal procedures and the practices in Al Barkha Constructions

performance appraisal is necessary to measure the performance of the employees and

the

organization in order to check the progress towards the desired goals and aims. The
present

study focuses on understanding and evaluating the performance appraisal system in

operation.

The study aims to find out the impact of the satisfaction levels of the employees wards
the appraisal system the study is done at Hyderabad in Al Barkha Constructions with its
HR manager and employees as the respondents of the study. The convenience sampling
technique was used. The respondents were asked to fill the questionnaires and thus the
primary data is collected. Secondary data was collected from various sources like
books, survey reports, web The study is based on the hypotheses that the performance
appraisal system in the organization is not fair and opaque.

The data collected from the primary source and the secondary sources was analysed
using appropriate research tools like graphs, tables etc. From the study, it was found
that the current appraisal system in the organization is simple, objective and efficient.
However, it was found that 3/4 of the employees feel that this is not the only factor to
improve the performance. It was also found that the performance assessed does match
with the employee expectations mostly every time.

It is suggested to the organization that the performance appraisal model should be

clearly communicated to the employees in the induction itself. The management should
see that the appraisal is effective in meeting its objectives. Further, the organization
should take great care of satisfying the employees in terms of accurate assessment and
training in accordance to that.

86
BIBLIOGRAPHY

87
 BIBLIOGRAPHY

* Ami B. Curtis, Richard D. Harvey & Daran Ravden (2005), "Sourees of Political
Distortions in Performance Appraisals: Appraisal Purpose and Rater Accountability",
Group & Organization Management, February, vol. 30: pp. 42 -60.

* Fletcher, C. (2001), "Performance Appraisal and Management: The Developing

Research Agenda", Journal of Occupational and Organisational Psychology, 74, pp.
473-487.

* Goel Dewkar, Performance Appraisal and Compensation Management: A Modern

Approach, 2 nd Edition, 2008, PHI, New Delhi.

* June M.L. Poon, (2004), "Effects of performance appraisal politics on job satisfaction
and turnover intention", Journal: Personnel Review; Volume: 33 Issue: 3; pages: 322 -
334.

* Rao T.V, Performance Appraisal: Theory and Practice, Vikas, Delhi.

* Shrestha Shruti (2007), "Improving employee performance appraisal method through
web-based appraisal support system", Vol. E90-D, No.10, pp. 1621-1629.

JOURNALS
1. The Human Factor - Journal
2. Indian Management - Journal
3. Human Resource Planning - Journal
4. Training & Development Journal - Journal

WEBSITES:
https://shodhganga.inflibnet.ac.in/bitstream/10603/3705/18/18_bibliography.pdf
https://pdfs.semanticscholar.org/a70c/80ef9948ca6f54e1248755ea6c7237f7f1f8.pdf
www.AlBarkhaConstruction.com
https://scholar.google.com/

88
QUESTIONNAIRE

89
 Gender
 male
 Female

1. Have your worked in any other company prior to joining this organization?
a. Yes
b. No

2. Were you informed about the Performance Appraisal model, used in the organization
during your induction?
a. Yes
b. No

3. " The performance appraisal system is sufficient in assessing goals and objectives of
the organization." Do you agree with this statement?
a. Agree
b. Strongly Agree
c. Disagree
d. Neither Agree nor Disagree

4. How important is performance appraisal in improving your overall performance and

productivity according to you?
a. Important
b. Very important
c. Moderately Important
d. Not at all important

5. In your opinion does performance appraisal conducted by your company, gives a

proper assessment of your contribution towards the organization?
a. Yes
b. No
c. Maybe

90
6. According to you how often should performance appraisal be conducted?
a. Once a week
b. Once a month
c. Once in three months
d. Once in 6 months
e. Once in a year

7. How do you feel is the Performance Appraisal model in your organization?

a. Efficient and fair
b. Inefficient and partial
c. All of the above
d. Complicated and fair

8. Which principle do you prefer for promotion, increment, and incentives in your
organization?
a. Merit
b. Seniority
c. Merit and seniority
d. All of the above

9. How often does the Performance assessment match to your expectations?

a. Always
b. Sometimes
c. Rarely
d. Never

10. How far do you agree that the performance appraisal system in your organization is
fair and transparent?
a. Strongly disagree
b. Disagree

91
c. Neutral
d. Agree
e. Strongly agree

12. Are you satisfied with Training and Development suggested by the reporting officer
after appraisal?
a. Yes
b. No
c. Maybe

13. How often you and your superior discus about your performance?
a. Frequently
b. Regularly
c. Occasionally
d. Rarely
e. Never

14. Do you feel that the current performance appraisal system is motivating the
employees?
a. Yes
b. No
c. To some extent

15. Does the present Appraisal System helps you to know your Strengths and
weaknesses?
a. Yes
b. No
c. To some extent
d. Totally

16. Does the present Appraisal System provides an opportunity to express

dissatisfaction regarding rating by appraiser?

92
a. Yes
b. No

17. Do you feel that there is significant improvement in your performance after
performance appraisal?
a. Yes
b. No
c. Maybe
d. To some extent

18. Do you think that the employees who received frequent feedback concerning their
performance are highly motivated than those who do not?
a. Strongly disagree
b. Disagree
c. Neutral
d. Agree
e. Strongly agree

19. If you are allowed to set your own targets will their be any improvements in your
performance?
a. Agree
b. Strongly Agree
c. Disagree
d. Strongly Disagree
e. To some extent

20. How do you rate the Performance Appraisal System in your Organization?
a. Excellent
b. Fair
c. Good
d. Satisfactory

93
e. Poor

21. What is your satisfaction level with the current appraisal in your organization?
a. Very satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Very dissatisfied

22. Do you feel performance appraisal still holds the same importance and credibility in
the growth of any organization as well as employee?
a. Agree
b. Disagree
c. Strongly Agree
d. Strongly Disagree
e. To some extent

23. Does your company has an separate team of professionals working on performance
appraisal system?
a. Yes
b. No

24. Do you agree 360 appraisal is a good choice of performance appraisal method to
rely onto in this dynamically competitive environment?
a. Agree
b. Strongly Agree
c. Disagree
d. Neutral
e. Strongly Disagree

25. Does this questionnaire cover all the aspects of performance appraisal system in
relevance to your concerned organization?

94
a. Yes
b. No
c. To some extent
d. To a very high extent

95
REFERENCES

96
 REFRENCES

Yee, C. C., & Chen, Y. Y. (2009). Conducted Performance appraisal system using
multifactorial evaluation model.

Scholtes, P. R. (1993). Proposed the concept of Total quality or performance appraisal:

choose one. Under the National Productivity Review.

(Selvarajan and Cloninger, 2019; Smither and London, 2020). Several prior studies
have

revealed that suggested that effective performance appraisal system is the sign of
integral

component of effectiveness of human resource management of an organization (Zapata-

Phelan et al., 2020). Performance appraisal has been studied widely in several
organizations

in the western context. However, this particular topic has not been researched
appropriately in

the Asian context specifically in perspective of Pakistan.

Randell (1973) in his paper titled Performance appraisal: purposes, practices and
conflicts",

discusses the collection of information from and about people at work. It attempts to
structure

the field, define key problems, expose sources of conflict and point the way to
resolving

major difficulties.

97
Selvarajan and Cloninger (2009) have also noted that performance appraisal is not
effectively developed process within Pakistani organizations, but the evidence and prior
literature on this topic is rare.

98