CHAPTER:-1

INTRODUCTION TO
PERFORMANCE
APPRAISAL
1.1 Topic :- Performance Appraisal

WHAT IS PERFORMANCE APPRAISAL?

A performance appraisal or employee appraisal or performance review, is a method by
which the job performance of an employee is evaluated (generally in terms of quality,
quantity, cost, and time) typically by the corresponding manager or supervisor. A
performance appraisal is a part of guiding and managing career development. It is the
process of obtaining, analyzing, and recording information about the relative worth of
an employee to the organization. Performance appraisal is an analysis of an
employee's recent successes and failures, personal strengths and weaknesses, and
suitability for promotion or further training. It is also the judgment of an employee's
performance in a job based on considerations other than productivity alone.

The appraisal system is a key human resources management system. While the system
enables the setting of objectives and facilitates the review of performance against
these objectives, it can also be effectively used to build customer focus and enhance

1
 competitiveness, This is possible if the nature of objectives and the manner in which
they are achieved answers the following questions :

1. When achieved, to what extent will customer value be enhanced?

2. When achieved, to what extent will it help the company respond to change?

3. When achieved, to what extent will the company's competitiveness be enhanced?

AIMS

Generally, the aims of a performance appraisal are to:

1. Give employees feedback on performance

2. Identify employee training needs

3. Document criteria used to allocate organizational rewards

4. Form a basis for personnel decisions: salary increases, promotions,

disciplinary actions, bonuses, etc.

5. Provide the opportunity for organizational diagnosis and development

6. Facilitate communication between employee and administratio

7. Validate selection techniques and human resource policies to meet federal

Equal Employment Opportunity requirements.

8. To improve performance through counseling, coaching and development.

METHODS

A common approach to assessing performance is to use a numerical or scalar rating

system whereby managers are asked to score an individual against a number of
objectives/attributes. In some companies, employees receive assessments from their
manager, peers, subordinates, and customers, while also performing a self assessment.
This is known as a 360-degree appraisal and forms good communication patterns.

The most popular methods used in the performance appraisal process include
the following:

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 1. Management by objectives
2. Assessment centers
3. 360-degree appraisal
4. Balanced score card

MANAGEMENT BY OBJECTIVES

This method was evolved by Peter Drucker it seeks to minimize external controls and
maximize internal motivation through joint goal settings how manager and the
subordinate and increasing the subordinates own control of his work. MBO can be
described as ''a process whereby the superior and subordinate manager of an
organization jointly identify its common goals define each individuals major areas of
responsibility in terms of results expected of him and use these measures as guidelines
for operating the unit and accessing the contribution of its members". It consists of
five basic steps:
1. Set organizational goals
2. Joint goal
3. Performance reviews
4. Set check posts
5. Feedback
6. Objective of MBO

The objectives of MBO are to change behavior attitudes towards getting counts. It is
management system and philosophy that stress goals rather than methods. It provides
responsibility and accountability recognizes that employees have needs for
achievement and self-fulfillment.

ASSESSMENT CENTERS

The assessment centre concept was initially applied to military situations by

Simonietin the German army in the 1930s and the war office board of the British
army in the 1960s .Under this method many evaluators join together to judge
employee performance in several situations with the use of variety of criteria. A
ssessmenits made to determine employee potential for the purpose of promotion. The
evaluators observe and evaluate participants as they perform activities commonly
found in these higher level jobs.

360 DEGREE PERFORMANCE APPRAISAL

360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive
appraisal where the feedback about the employee's performance comes from all the
sources that come in contact with the employee on his job. 360 degree respondents for
an employee can his/her peers, managers (i.e. superior), subordinates, team members,
customers, suppliers/vendors-anyone who comes into with the employ and can
provide valuable insights and information or feedback regarding the "on job-job
performance of the employee.

360 degree appraisal has four integral components:

3
1. Self appraisal
2. Superior's appraisal.
3. Subordinate's appraisal.
4. Peer appraisal.

Self appraisal gives a chance to the employee to look at his/her strengths and
weakness, his achievements, and judge his own performance. Superior's appraisal
forms the traditional part\ of the 360 degree appraisal where the employee's
responsibilities and actual performance is started by the superior. Subordinates
appraisal gives a chance to judge the employee on the parameters like communication
and motivating abilities, superior's ability to delegate the work, leadership qualities
etc. Also known as internal customers, the correct by peers can help to find feedback
given employees' abilities to work in a team Cooperation and sensitivity towards
others.

BALANCED SCORE CARD

To evaluate the organizational and employee performance in Performance appraisal

processes, the conventional approach measures the performance only on a few
parameters like the action processes, results achieved or the financial measures etc.
The Balanced score card an approach given by Kaplan and Norton- provides a
framework of various measures to ensure the complete and balanced view of the
performance of the employees. Balanced scorecard focuses on the measures that drive
performance.
The balanced scorecard provides a list of measures that balance the organizations
internal and process measures with result, achievements and financial measures.

SETTING OBJECTIVES

Objectives must flow from the business and functional plans and Address the key
result areas of the job. Objectives must be-

1. Specific: The appraise must understand them clearly.

2. Measurable: In term of quality, quantity, cost and time.
3. Attainable: Targets must have inbuilt stretch but yet be within the capabilities
of the appraise.
4. Relevant: to the role and responsibilities with the job and link up with the unit,
business and functional plans.
5. Time bound: agree to the timeframe within which the objectives must be
achieved, which will also help prioritization.

PRE-REQUISITES OF AN EFFECTIVE APPRAISAL PROCESS

Purpose of the job- The overall rate of the job from organisation's point of view; why
the job exists and what contribution it is expected to make.

A statement of the key result areas that flow from the purpose of the job- statements
of the continuing end results and outcomes required of the job, statements which
identify what the job achieves and why?
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Having listed the key result areas, it is necessary to clearly state the objectives for the
year. These objectives must flow from the business, functional and unit plans.

1. For objectives to invoke commitment, they must be agreed Between the job
holder and his boss and not set unilaterally.
2. For objectives to be meaningful, they must be specific, Measurable, attainable,
relevant and time bound.
3. The appraisal process must focus on performance against agreed objectives,
enable the individual to give feedback to the organization his own feelings,
aspirations, difficulties, etc and serve as a forum for dialogue between the
individual and the organization.
4. The process must focus on performance, not personality; on facts, not
perception and demonstrated behaviour, not hunches

PERFORMANCE APPRAISAL PROCESS: ADVANTAGES /

BENEFITS TO APPRAISERS:

1. More productive - Allows the appraiser to concentrate efforts on the more

productive managerial tasks and activities.

2. Less stressful - Creates a more harmonious, less adversarial, Working

relationship between appraiser and appraisee.

3. More rewarding - Improved productivity of the work group

To Appraisees:

1. Feedback
2. Opportunity
3. Autonomy

PERFORMANCE RATINGS:

1. Appraisal system requires an overall performance rating

2. Outstanding performance
3. Good performance.
4. Satisfactory performance.
5. Barely adequate performance
6. Poor performance

PERFORMANCE APPRAISAL PROGRAMS

Assessing the value and effectiveness of an appraisal program is necessary for

determining how to improve it. This guide suggests procedures and criteria for
evaluating the implementation and effect of performance appraisal programs. It
provides a brief summary of program evaluation and is a starting point for program
evaluators.

The program involves three parts:

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l. Performance Plan
2. Progress Review(s)
3. Performance Appraisal

Instructions set forth in this educational guide are intended to provide both
consistency in approach throughout the organization and flexibility within
departments to tailor employee performance criteria to best reflect mission specific
goals and objectives.

Employees with employment type Regular Classified (RC) or Trainee (TR) are
covered under this Performance Management Program. Adult Trainees (AT),
Intermittent (IT), Per Diem (PD), Temporary (TM), and Unclassified (U) employees
are not evaluated using this system.

GENERAL DEFINITIONS

Appraisal Cycle is the time frame during which an employee's performance is either
directly observed or verified for the purpose of providing a formal rating of record. It
is also the period of time a Performance Plan covers and a Performance Appraisal
evaluates. The duration of a cycle may vary depending upon the type and scope Of
appraisal given, The timely submission of required Performance Appraisals is
expected.

Performance Plan is an individualized written document citing expectations and other

jobrelated goals and objectives to be accomplished during a specified appraisal cycle.

Performance Dimension is a critical work assignment, responsibility or result to be

achieved and of such importance that any performance level below the threshold
would require improvement.

Standard is a written description of a performance dimension threshold, requirement

or expectations used as a measure of successful performance.

Narratives are brief written descriptions supporting performance ratings.

STRATEGY

Appraisal programs can be evaluated from two broad perspectives:

Are we doing things right? (i.e., are the process and the rules being followed?) and

Are we doing the right things? (i.e., what effect does the program have?)

COMPLIANCE

By asking the first question, evaluators are attempting to determine if the organization
is in compliance with regulatory, system, and program requirements. Examples of
these types of Questions include:

1. Were appraisals done on time?

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 2. Did everyone who was supposed to receive an appraisal get one?
3. Were employee performance plans issued timely?
4. Were progress reviews conducted?
5. Does management devote appropriate resources and give priority to the
effective maintenance and operation of the performance appraisal program?

As an initial step, compliance information is important to collect. If a program is not

being run as it was designed to be run, it will have little chance of accomplishing the
reasons for Implementation. But compliance information should not be the only
program issue evaluated.

INTRODUCTION TO THE
COMPANY
1.2 INDUSTRY PROFILE

BSES Yamuna Power Limited (BYPL)

BYPL distributes power to an area spread over 200 sq kms with a population density
of 6989 per sq km. 14 lakh are spread over 14 districts across Central and East areas
including Chandni Chowk, Daryaganj. Paharganj, Shankar Road, Patel Nagar, G T
Road, Karkardoorr, Krishna Nagar, Lami Nagar, Mayur Mhar, Yarmna Mhar, Nand
Nagri and Karawal Nagan

BSES Rajdhani Power Limited (BRPL)

BRPL distributes power to an area spread over 750 sq. km with a population density
of 2665 per sq km. it's over 21 lakh customers are spread in 19 districts across South
and West areas including Alaknanda, Khanpur. Vasant Kunj, Saket, Nehru Place,
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Nizarruddin, Sarita VJhar, Hauz Khas, R K Puram, Janakpuri, Najafgargh. Nangloi,
Mundka, Punjabi Bagh, Tagore Garden, Vikas Puri, Palam and Dwarka.

System Augmentation and record AT&C loss reduction

Since taking over distribution, BSES' singular mission has been to provide reliable
and quality electricity supply.

BSES has invested over Rs 6600 crores on upgrading and augmenting the
infrastructure which has resulted in a record reduction of AT&C losses.

From a high of 63.1 % AT&C losses in BYPL area in 2002 the losses have come
down to 18.9% in FY15, a reduction of 44%.

Similarly, in BRPL area AT&C losses have been reduced from 51.54% to 13.9%" in
FY15, a record reduction of 38%
*provisional; pending true up

Careers at BSES

BSES's employment policies and systems radiate from a single principle People
First. People are our most valued asset - our core strength.

We have created a culture wherein employees gain a level of freedomw hich provides
security. satisfaction and, most importantly a sense of professional fulfillment.

As BSES has moved from the old HRD to the New People Manageroent. BSES has
been able to provide roles much broader in scope much stronger in impact & much
more permanent in effect. BSES provides following career Opportunities:

1. Exposure to Latest technological know-how

2. World class managernt practices
3. Multifunctional skills
4. Relationship Management
5. Exposure to Regulatory, Legal and Contractual aspects of business

Recruitment:

Recruitment, in BSES, is now inline with the corporate strategy; i.e. manpower
planning is done as per the business strategy. We look for people with the combination
of knowledge, skills and behavior best suited with the organization's objectives and
culture.

The focus of Recruitment is to:

1. Attract people with rmlti dimensional experiences & skills

2. Induct talent with a new perspective to lead the company
3. Develop a culture that attracts people to the company
4. Locate people whose personalities fit the company's values

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 5. Fast track growth

Induction:

The new employee is equipped to take up the assignment and made comfortable in the
organization through a structured induction program which is conducted for:
Lateral Joinees

It provides a general overview of the organization to the new recruits and familarises
employees with various business processes, culture, business practices of the
company

BOARD OF DIRECTORS (BRPL & BYPL)

1. Shri Lalit Jalan (Chairman)

2. Shri Surinder Singh Kohli (Independent Director)
3. Shri Alit Keshav Ranade (Independent Director)
4. Shri Anjani Kumar (Independent Director)
5. Ms. Ryna Zaiwalla Karani (Independent Director)
6. Shri Rana Ranjit Rai (Director)
7. Shri Sudhir Mohan (Director)
8, Shri Sanjeev Singh (Director)
9. Shri Prem Prakash (Director)
10. Shri Gopal Krishna Saxena (Director)
11. Shri Aral Sinha (Director
ABOUT SH. DHIRUBHAI AMBANI

Few men in history have made as dramatic a contribution to their country's economic
fortunes as did the founder of Reliance, Sh. Dhirubhai H Arnbani. Fewer still have left
behind a legacy that is more enduring and timeless.

As with all great pioneers, there is more than one unique way of describing the true
genius of Dhirubhai: The corporate visionary, the unmatched strategist, the proud
patriot, the leader of men the architect of India's capital markets, the champion of
shareholder interest. But the role Dhirubhai cherished most was perhaps that of India's
greatest wealth creator. In one lifetime he built, starting from the proverbial scratch,
India's largest private sector enterprise.

When Dhirubhai embarked on his first business venture, he had a seed capital of
barely US$ 300 (around Rs.14,000). Over the next three and a half decades, he
converted this fledgling enterprise in to a Rs.60,000 crore colossusan achievement
which earned Reliance a place on the global Fortune 500 list, the first ever Indian
private company to do so.

Dhirubhai is widely regarded as the father of India's capital markets. In 1977, when
Reliance Textile Industries Limited first went public, the Indian stock market was a
place patronized by a small club of elite investors which dabbled in a handful of
stocks.

9
Undaunted Dhirubhai managed to convince a large number of first-time retail
investors to Participate in the unfolding Reliance story and put their hard-earned
money in the Reliance Textile IPO, promising them, in exchange for their trust,
substantial return on their Investment. It was to be the start of one of great stories of
mutual respect and reciprocal gain in the Indian markets.

Under Dhirubhai's extraordinary vision and leadership, Reliance scripted one of the
greatest growth stories in corporate history anywhere in the world, and went on to
become India's largest private sector enterprise.

Through out this amazing journey, Dhirubhai always kept the interests of the ordinary
shareholder uppermost in mind, in the process making millionaires out of many of the
initial investors in the Reliance stock, and creating one of the world's largest
shareholder families.

VISION

We will leverage our strengths to execute complex global-scale projects to facilitate

leading edge information and communication services affordable to all individual
consumers and businesses in India.

We will offer unparalleled value to create customer delight and enhance business
productivity.

We will also generate value for our capabilities beyond Indian borders and enable
millions of India's knowledge workers to deliver their services globally."

INDIA'S LEADING INTEGRATED TELECOM COMPANY

Reliance BSES is the flagship company of the Anil Dhirubhai Ambani Group
(ADAG) of companies. Listed on the National Stock Exchange and the Bombay
Stock Exchange it is India's leading integrated telecommunication company with over
77 million
customers.

Our business encompasses a complete range of telecom services covering mobile and
fixed line telephony. It includes broadband, national and international long distance
services and data services along with an exhaustive range of value-added services and
applications. Our constant endeavor is to achieve customer delight by enhancing the
productivity of the enterprises and individuals we serve.

Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002,

coinciding with the joyous occasion of the late Dhirubhai Ambani's 70th birthday, was
among the initial initiatives of Reliance Communications. It marked the auspicious
beginning of Dhirubhai's dream of ushering in a digital revolution in India. Today, we
can proudly claim that we were instrumental in harnessing the true power of
information and communication by bestowing it in the hands of the common man at
affordable rates.

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We endeavor to further extend our efforts beyond the traditional value chain by
developing and deploying complete telecom solutions for the entire spectrum of
society.

LOOKING BACK, LOOKING FORWARD

Anil - Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by Shri
Dhirubhai H Ambani (1932-2002), ranks among India's top three private sector
business houses in terms of net worth. The group has business interests that range
from telecommunications (Reliance Communications Limited) to financial services
(Reliance capital Ltd) and the generation and distribution of power (Reliance
Infrastructure Limited).

Reliance - ADA Group's flagship company, Reliance Communications, is India's

largest private sector information and Communications Company, with over 77
million subscribers. It has established a pan-India, high-capacity, integrated (wireless
and wireline), convergent (voice, data and video) digital network, to offer services
spanning the entire infocomm value chain.)

Other major group companies Reliance Capital and Reliance Infrastructure- are
widely Acknowledged as the market leaders in their respective areas of operation.
CHAIRMAN'S PROFILE

Anil D, Ambani

Regarded as one of the foremost corporate leaders of contemporary Shri Anil D.

Ambani,48, is the chairman of all the listed companies of the Reliance ADA Group,
namely Reliance Communications, Reliance Capital, Reliance Energy and Reliance
Natural Resources limited.

He is also Chairman of the Board of Governors of Dhirubhai Ambani Institute of

Information and Communication Technology, Gandhi Nagar, Gujarat.

Till recently, he also held the post of Vice Chairman and Managing Director of
Reliance Industries Limited (RIL), India's largest private sector enterprise.

Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was
centrally involved in every aspect of the company's management over the next 22
years. He is credited having pioneered a number of path-breaking financial
innovations in the Indian capital markets. He spearheaded the country's first forays
into the overseas capital markets fifth international public offerings of global
depositary receipts, convertibles and bonds. Starting in 1991, he directed Reliance
Industries in its efforts to raise over USS 2 billion. He also steered the 100-year
Yankee bond issue for the company in January 1997.

He is a member of:

1. Wharton Board of Overseers, The Wharton School, USA

2. Central Advisory Committee, Central Electricity Regulatory Commission

11
 3. Board of Governors, Indian Institute of Management, Ahmedabad
4. Board of Governors Indian Institute of Technology, Kanpur

In June 2004, he was elected for a six-year term as an independent member of the
Rajya Sabha, Upper House of India's Parliament a position he chose to resign
voluntarily on March 25, 2006.

Awards and Achievements:

1. Conferred the 'CEO of the Year 2004' in the Platts Global Energy Awards
2. Rated as one of 'India's Most Admired CEOs' for the sixth consecutive year in
the Business Barons TNS Mode opinion poll, 2004
3. Conferred 'The Entrepreneur of the Decade Award' by Association, October
2002 the Bombay Management
4. Awarded the First Wharton Indian Alumni Award by the Wharton India
Economic Forum (WIEF) in recognition of his contribution to the
establishment of Reliance as a global leader in many of its business areas,
December 2001
5. Selected by Asia week magazine for its list of 'Leaders of the Millennium in
Business and Finance' and was introduced as the only 'new hero' in Business
and Finance from India, June 1999.

CORPORATE GOVERNANCE

Organizations, like individuals, depend for their survival, sustenance and growth on
the support and goodwill of the communities of which they are an integral part, and
must pay back this generosity in every way they can...

This ethical standpoint, derived from the vision of our founder, lies at the heart of the
CSR philosophy of the Reliance ADA Group.

While we strongly believe that our primary obligation or duty as corporate entities is
to our shareholders we are just as mindful of the fact that this imperative does not
exist in isolation it is part of a much larger compact which we have with our entire
body of stakeholders; From employees, customers and vendors to business partners,
eco-system, local communities and society at large.

We evaluate and assess each critical business decision or choice from the point of
view of diverse stakeholder interest, driven by the need to minimize risk and to pro-
actively address long-term social, economic and environmental costs and concerns.

For us, being socially responsible is not an occasional act of charity or that one-time
token financial contribution to the local school, hospital or environmental NGO. It is
an ongoing year-round commitment, which is integrated into the very core of our
business objectives and strategy.

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Because we believe that there is no contradiction between doing well and doing right.
Indeed, doing right is a necessary condition for doing well.

CHAPTER 2
OBJECTIVES OF THE
STUDY
2.1 OBJECTIVES

Objectives of the Study are as under:-

1. To make an indepth study of performance of the employees.

2. To study the effectiveness of performance appraisal system of the company.

3. To study the gap between the actual and the desired performance of the
employees.

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 CHAPTER 3
RESEARCH
METHODOLOGY
Research Methodolgy

3.1 Research Design

A research design is indispensable for a research product. Unlike the building plan
which is precise and specific, research is designed for a tentative plan with a series of
guide posts to keep one going on its right direction.

This project is based on descriptive research design.

3.2 SAMPLING PLAN:

Sample Size = 100

Sample Area = Reliance BSES

Duration = One (1) Month

Sampling unit = Employees of Reliance BSES Yamuna Power limited

RESEARCH INSTRUMENT

Close-end Questionnaire

Collection of the information and data is done with the help of a questionnaire.

3.3 Data Collection Techniques

Primary Data

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PRIMARY DATA:

Primary data is collected with the help of close-end questionnaire

CHAPTER 4
DATA ANALYSIS AND
INTERPRETATION
1. Performance Appraisal system of my organization is related to the motivation of
employees:

Sno. Response % of Employees

a. Highly satisfactory 45
b. Satisfactory 20
c. Neither Satisfied nor 18
Dissatisfied
d. Dissatisfied 13
e. Highly Dissatisfied 4
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 25.64%
3.42% 38.46%
Highly Satisfactory
Satisfactory
Neither Satisfied nor
Dissatisfied
Dissatisfied
Highly Dissatisfied
15.38% 17.09%

Interpretation: Performance appraisal system of my organization is related to the

motivation of employees. That is why 45% of the respondents are highly satisfied
with the statement.
2. The technique to judge performance appraisal in the office is satisfied.

Sno. Response % of Employees

a. Highly satisfactory 45
b. Satisfactory 15
c. Neither Satisfied nor 18
Dissatisfied
d. Dissatisfied 16
e. Highly Dissatisfied 6

16.00%
6.00%
45.00% Highly Satisfactory
Satisfactory
Neither Satisfied nor
Dissatisfied
18.00% Dissatisfied
Highly Dissatisfied
15.00%

Interpretation: Most of the employees i.e. 45% are highly satisfied with this
technique to judge performance appraisal in the organization

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3. Performance appraisal techniques are considered as a vital tool and source of
motivation of employees.

Sno. Response % of Employees

a. Highly satisfactory 60
b. Satisfactory 8
c. Neither Satisfied nor 20
Dissatisfied
d. Dissatisfied 10
e. Highly Dissatisfied 2

10.00% 2.00%
20.00% Highly Satisfactory
Satisfactory
Neither Satisfied nor
Dissatisfied
60.00%
Dissatisfied
Highly Dissatisfied
8.00%

Interpretation: 60% of the employees are highly satisfied with this statement that
performance appraisal technique are considered as a vital tool and source of
motivation for the employees.
4. The organizational culture is encouraging.

S.no. Response % (No. of

Respondents)
1. Highly satisfactory 35
2. Satisfactory 25
3. Neither Satisfied nor 18
Dissatisfied
4. Dissatisfied 14
5. Highly Dissatisfied 8

17
 14.00%
35.00%
8.00%
Highly Satisfactory
Satisfactory
Neither Satisfied nor
Dissatisfied
18.00% Dissatisfied
Highly Dissatisfied
25.00%

Interpretation: The organizational culture is encouraging. That is why 5% of the

respondents are highly satisfied with their statements.
5. My views and participation in management are given more value.

S.no. Response % (No. of

Respondents)
1. Highly satisfactory 44
2. Satisfactory 22
3. Neither Satisfied nor 16
Dissatisfied
4. Dissatisfied 10
5. Highly Dissatisfied 8

10.00%
8.00%
44.00% Highly Satisfactory
Satisfactory
16.00%
Neither Satisfied nor
Dissatisfied
Dissatisfied
Highly Dissatisfied
22.00%

Interpretation: Majority of the people i.e. 44%, agree their views and participation in
the organization are given more value.
6. My working hours are satisfactory.

S.no. Response % (No. of

Respondents)
18
 1. Highly satisfactory 52
2. Satisfactory 25
3. Neither Satisfied nor 15
Dissatisfied
4. Dissatisfied 4
5. Highly Dissatisfied 4

15.00%
4.00%
4.00% Highly Satisfactory
Satisfactory
52.00%
Neither Satisfied nor
Dissatisfied
Dissatisfied
25.00% Highly Dissatisfied

Interpretation: Most of the participants i.e. 52%, are highly satisfied that the
working hours of the organization are satisfactory.
7. In my view performance appraisal helps to change the behavior of the
employees.

S.no. Response % (No. of

Respondents)
1. Highly satisfactory 52
2. Satisfactory 26
3. Neither Satisfied nor 15
Dissatisfied
4. Dissatisfied 4
5. Highly Dissatisfied 3

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 15.00%
3.00%
4.00% Highly Satisfactory
Satisfactory
52.00%
Neither Satisfied nor
Dissatisfied
Dissatisfied
26.00% Highly Dissatisfied

Interpretation: Majority of the people i.e. 52%, are highly satisfied that performance
appraisal helps to change the behavior of the employees.
8. My satisfactory level with regard to work load is.

S.no. Response % (No. of

Respondents)
1. Highly satisfactory 48
2. Satisfactory 26
3. Neither Satisfied nor 10
Dissatisfied
4. Dissatisfied 10
5. Highly Dissatisfied 6

10.00% 26.00%
6.00%
10.00%
Highly Satisfactory
Satisfactory
Neither Satisfied nor
Dissatisfied
Dissatisfied
Highly Dissatisfied
48.00%

Interpretation: satisfactory level with the work load is positive that is why 48% of
the respondents are highly satisfied.
9. The desired target of the organization are achieved through the performance
appraisal system.

20
 S.no. Response % (No. of
Respondents)
1. Highly satisfactory 50
2. Satisfactory 25
3. Neither Satisfied nor 10
Dissatisfied
4. Dissatisfied 10
5. Highly Dissatisfied 5

10.00%

10.00% 5.00%
Highly Satisfactory
50.00% Satisfactory
Neither Satisfied nor
Dissatisfied
Dissatisfied
Highly Dissatisfied
25.00%

Interpretation: 50% of the respondents are highly satisfied that the desired targets of
the organization are achieved through the performance appraisal system..
10. Performance appraisal helped me to provide an atmosphere where all are
encouraged to share one anothers burden.

S.no. Response % (No. of

Respondents)
1. Highly satisfactory 44
2. Satisfactory 22
3. Neither Satisfied nor 17
Dissatisfied
4. Dissatisfied 10
5. Highly Dissatisfied 7

21
 10.00%
7.00%
44.00% Highly Satisfactory
17.00% Satisfactory
Neither Satisfied nor
Dissatisfied
Dissatisfied
Highly Dissatisfied
22.00%

Interpretation: Majority of the respondents i.e. 44% are highly satisfied that
performance appraisal helped making an atmosphere where all are encouraged to
share one anothers burden.

11. Performance appraisal helps people to set and achieve meaningful goals.

S.no. Response % (No. of

Respondents)
1. Highly satisfactory 32
2. Satisfactory 26
3. Neither Satisfied nor 26
Dissatisfied
4. Dissatisfied 10
5. Highly Dissatisfied 6

10.00%
32.00%
6.00%
Highly Satisfactory
Satisfactory
Neither Satisfied nor
26.00% Dissatisfied
Dissatisfied
Highly Dissatisfied
26.00%

Interpretation: 32% of the respondents are highly satisfied that performance

appraisal helps people to set and achieve meaningful goals.
12. Performance of employees improve after process of performance appraisal.

22
 S.no. Response % (No. of
Respondents)
1. Highly satisfactory 44
2. Satisfactory 32
3. Neither Satisfied nor 5
Dissatisfied
4. Dissatisfied 11
5. Highly Dissatisfied 8

11.00%
8.00%
5.00% 44.00% Highly Satisfactory
Satisfactory
Neither Satisfied nor
Dissatisfied
Dissatisfied
Highly Dissatisfied
32.00%

Interpretation: Performance of employees obviously improve after process of

performance appraisal. That is why 44% of the respondents are highly satisfied with
this statement.
13. Constructive criticism given by performance appraisal is in a friendly and
positive manner.

S.no. Response % (No. of

Respondents)
1. Highly satisfactory 35
2. Satisfactory 20
3. Neither Satisfied nor 5
Dissatisfied
4. Dissatisfied 25
5. Highly Dissatisfied 15

23
 15.00%
35.00%

Highly Satisfactory
Satisfactory
25.00% Neither Satisfied nor
Dissatisfied
5.00%
Dissatisfied
Highly Dissatisfied
20.00%

Interpretation: Majority of the respondents i.e. 35% are highly satisfied that
constructive criticism given by performance appraisal is in a friendly and positive
manner.
14. Performance appraisal improves motivation and job satisfaction.

S.no. Response % (No. of

Respondents)
1. Highly satisfactory 55
2. Satisfactory 30
3. Neither Satisfied nor 12
Dissatisfied
4. Dissatisfied 2
5. Highly Dissatisfied 1

12.00%
2.00% 1.00%
Highly Satisfactory
Satisfactory
55.00% Neither Satisfied nor
Dissatisfied
30.00%
Dissatisfied
Highly Dissatisfied

Interpretation: Most of the people i.e. 55% are highly satisfied that performance
appraisal techniques improve motivation and job satisfaction.

24
 CHAPTER 5

FINDINGS AND
SUGGESTIONS
FINDINGS

The findings of the study are as under:-

1. Most of the employees are satisfied with their job.

2. They are satisfied with their organization culture.
3. They are satisfied with their compensation package.
4. Their views are not taken into consideration

25
 5. The grievance mechanism is very poor.
6. Formal type of communication is there
7. There was no coordination in work. I found no team work in organization
8. They are not satisfied with their promotion and transfers policy.

SUGGESTIONS

The suggestions of the study are as under

1. Exemplary rewards should be given for unique achievements of the

employees.
2. Informal were calling as and when they need.
3. Giving chance in decision making.
4. Reward for employee work Proper interactions with seniors.
5. Effective training and development programs should be held.
6. Proper feedback should be given to the management cadre staff at fixed time
periods.
7. Suggestions and innovations should be encouraged.
8. Performance appraisal system should be extensively used in job rotation.
9. Up gradation of basic qualification of all workers to be taken in future based
on their performance.
10. Improve competency of the workers.
11. The company should concentrate more on individual development

CHAPTER 6
26
 LIMITATIONS

LIMITATIONS

The limitations of the study are as under:-

1. The study has been completed during a short period of less than one month
which is not enough to gain all the practical knowledge and awareness about
organization and its management.

2. Lack of time was one of the limitations. Because of which all the employees
weren't able to fill the questionnaires.

3. Some of the employees were not giving their views openly. So personal
biasness may prevail.

4. Due to reasons of confidentiality, some crucial information on certain

functions has not been explored.

27
 CHAPTER 7
BIBLIOGRAPHY
REFRENCE BOOKS

1) Human Resource Management By Shashi K. Gupta

2) Personnel Management By Mamoria & Gavankar
3) Principles and practice of Management ByC .B. Gupta.
4) Human Resource ManagementBy Gary Dessler

WEBSITES

1) www.wikipedia.com
2) www.performanceappraisal.com

28
 CHAPTER 8
ANNEXURE
Questionnaire

Performance Appraisal

I Ankit Gupta of B.B.A.-Part-2nd under class roll no. 28 is undertaking my Summer

internship entitled, Performance Appraisal. A case study of Reliance BSES Yamuna
power Limited Karkardooma Delhi for award of B.B.A Degree of Government
S.P.M.R. College of Commerce affiliated with University of Jammu.

In view of this I am conducting a survey towards Performance Appraisal case study

of Reliance BSES Yamuna Power Limited Delhi.

The contents of this questionnaire are only for academic purposes and information
provided by you will be strictly kept confidential.

Demographic Information

Name:- . Occupation:-
...

Age:- . Sex:- Marital Status:-

..

General Information

Rate the degree of satisfaction

Pick ()4,3,2,1 or 0 against the appropriate box, where 0= Highly Dissatisfied;

1= Dissatisfied; 2= Neither Satisfied nor Dissatisfied; 3= Satisfied, 4= Highly
Satisfied.

S.no. Statements 0 1 2 3 4
1. Performance Appraisal system of my
organization is related to the motivation
of employees.

29
2. The method to judge performance
appraisal in the office is satisfied.
3. Performance appraisal techniques are
considered as a vital tool and source of
motivation of employees.

4. The culture encouraging level of

organization is.

5. My views and participation in

management are given more value.
6. My working hours are satisfactory.
7. In my view performance appraisal helps
to change the behavior of the employees.

8. My satisfactory level with regard to

work load is.
9. The desired target of the organization
are achieved through the performance
appraisal system.

10. Performance appraisal helped me to

provide an atmosphere where all are
encouraged to share one anothers
burden.

11. Performance appraisal helps people to

set and achieve meaningful goals.

12. Performance of employees improve

after process of performance appraisal.
13. Constructive criticism given by
performance appraisal is in a friendly
and positive manner.

14. Performance appraisal improves

motivation and job satisfaction.

30