PREFACE

Human Resource of an organization makes or breaks an organization; they are the

most important doom or boom of it. The pace of the development of the country is based
upon its ability to develop and utilize the innate capacity and capabilities of its people. The
most important economic resource of a nation is its manpower that is human resource.
Being charged with establishing the human resource department in a small business
can be both a challenge and a dilemma. The first of these is how to get started. The key to
success, as with most things, is to being by listening, observing and learning about the
organization. Finding out what the expectations are for your new job and the human resource
function as a whole is critical. What was the purpose for creating new function? Whose idea
was to create your position and who will be making the decision that will affect your work?
What is the culture of the company, by whom, and how was human resource activities
handled before you arrived? Answer of these questions can be gathered by conducting a need
assessment through informal interviews with key staff members and management, along with
your own assessment of human resource function currently in place.
This project on Performance appraisal in Pesticide manufacturing Factory- A unit
of TEMATHANI AGRO PRODUCTS Pvt. Ltd. deals with the study of HR department in the
company. The project covers all the details related to the performance management of the
employees.

ACKNOWLEDGEMENT
The concept of the summer training being a part and parcel of BBA Curriculum is of great
use to the trainees. We get an opportunity to work in a company or organization and gain
much needed practical experience.
I owe my deep debt of gratitude to Mr. Sanjay Agarwal, Director at Temathani Agro Products
Private Limited, who gave me full support and guidance in the course of my training. Further
I feel honored and privileged to express my feelings of gratitude to Dr. Nitin Saxena, Faculty,
FASC Mody University of Science and Technology for his constant guidance, co-operation
and support during the preparation of the project. In the end, I would like to thank all those
persons who helped me during the course of the project.
It was indeed a fruitful experience at Temathani Agro Products Pvt. Ltd. I shall always be
inspired by all that I have learnt and will strive to put it in practical use

(Simran Khandelwal)

1.INTRODUCTION OF TEMATHANI AGRO

PRODUCTS PRIVATE LIMITED
1.1

Profile

Temathani Agro Products Private Ltd. is an India-base company in the field of

Agrochemical manufacturing, formulation and marketing and is a major player in
Insecticides, Fungicides and Herbicides, in India & across the world, having 5% of domestic
market share with a large dealer and distributor network.
Temathani Agro Products Private Limited is a Private Company incorporated
on 31 July 2012. It is classified as Indian Non-Government Company and is registered at
Registrar of Companies, Kolkata. Its authorized share capital is Rs. 20,000,000 and its paid
up capital is Rs. 1,000,000.
Embracing the virtues of integrity, excellence and commitment, they move ahead to
take on the opportunities and challenges offered by the future. They are geared to transform
into a truly global enterprise through a prudent mix of technical innovation and exceptional
customers service delivery
Their commitment to excellence and strong corporate governance guides them
in this endeavor, as they look ahead at Powerful growth and building a socially equitable,
sustainable future.

1.2 BOARD OF DIRECTORS

Our board of directors comprises of eminent visionaries with unparalleled expertise in

diverse areas of business operations and corporate levels.
1) Mr. Sanjoy Aggarwal
2) Mrs. Sarita Aggarwal

1.3 VISION
Maintain a top position in the business within the applicable market segment. The
market segment for the pesticide is only in India.
Create value and delight for their customers and stakeholders.
Incorporate technology as the key differentiator and tool to deliver growth and sustain their
position of leadership.

1.4 MISSION
Our mission is to give latest products at the best prices and quality to the customer of
semi-urban and rural region. We thrive to bridge the gap between the big cities and small
towns by reducing the dependency on the cities for our customers immediate needs and
thereby empowering semi urban and rural India with wider choice mainly by following the
concept of 4 As
i.
ii.
iii.
iv.

Awareness
Affordability
Availability
Accessibility

1.5 PESTICIDE MANUFACTURING- A UNIT OF TEMATHANI AGRO

PVT. LTD.

A. HISTORY
In 2012, Debanjan Pesticides Ltd was acquired and thus with investments in Pesticide
Formulations, the Group made their first foray into the business of crop protection. In
2013, Temathani Agro Products Private Limited or was established for producing
Technical grade pesticides such as Monocrotophos.

B. ORGANIZATIONAL STRUCTURE
Board Of Directors

General
Manager

Administrative
Department

Finance Department

H.R. Manager
(Mr. P. Chatterjee)

Chartered Accountant
(Mr. Sk. Adak)

Manufacturing
Department

Production Manger
Mr. S. Das

C.
i)
MGR System
EDP

Marketing
Department

Laboratory Manager
Dr. K. Mallik

COMPETITORS
S.P.
L.W.O
Welfare

Agarwal

Company Pvt. Ltd.

Legal and
Administrative
department

Personnel
Department

ii)
iii)
iv)
v)
vi)

Pashupati Das and Sons Pvt. Ltd.

Total Agri Care Concern Pvt. Ltd
Hindustan Insecticides Limited
Bicco Agro Products Pvt. Ltd
Ramel Industries Limited

D. SOURCES OF RAW MATERIAL

i)
ii)
iii)
iv)

Assam
Karnataka
Madhya Pradesh
West Bengal

E. PROFITS ANS REVENUES

Profits in 2013- 137,724.93
Profits in 2014- 274,179.02

F. PESTICIDE MANUFACTURING PROCESS

1.Synthesizing the pesticide- when a new pesticide is first developed, it is
manufactured on a small scale in a laboratory. If the substance proves viable,
production begins in the factory. Batch or continuous manufacturing insures a high
volume, perhaps as much as 500 kilograms per cycle. Synthesizing a pesticide is a
complex chemical procedure that requires trained chemists and a large, sophisticated
laboratory. The basic procedure entails altering an organic molecule to form a
pesticide. This may involve any of a number of specific reagents and catalysts and
often must take place in a controlled climate (within a certain temperature range, for
example). Once synthesized, the active ingredient is packaged and sent to a formulator.
Liquid insecticides can be shipped in tank trucks or 200-liter drums. Transport of the
active ingredient follows all regulations for hazardous materials transportation.
2.Formulating the pesticide- A formulator accepts the active ingredient,
measures out the proper amount, mixes it with carrier if it is to be a liquid pesticide or
with inert powders or dry fertilizers if it is to be a dust pesticide, then bottles or
packages it. Liquid pesticides are packaged in 200-liter drums if a large-scale farmer is
the anticipated customer or 20-liter jugs for small-scale operations. Dry formulations
can be packaged in 5 to 10 kilogram plastic or plastic-lined bags. An emulsified
formulation is usually concentrated to render transport easier (the active ingredient
typically makes up 50 percent of the emulsified concentrate), but granulated and dry
pesticides are ready to use.

3.Diluting the pesticide-The pesticide might be stored a short time before it is

requested. When it is ready for transport, the estimated necessary amount is sent to the
farmer, who dilutes the emulsified concentrate to create the amount of pesticide
desired. In most instances, the final product consists of only .5 to 1 percent of the
original active ingredient. The pesticide is now ready to be applied.

4.Applying the pesticide- There are several ways to apply a pesticide. The method
with which Americans are most familiar is crop dusting, though its use is generally
limited to large, flat areas. A plane loaded with 2000-liter (or larger) tanks flies over a
field and sprays out the pesticide from booms. Booms are long, horizontal rods from
which several sprinklers spray down. Another method is to attach the tanks and booms
to a tractor and spray closer to the ground. For small farmers, the most economical
method of spraying is to use one or more workers with hand-held sprayers attached to
small tanks. A hand pump can be carried on the shoulder; its tank capacity is only
about 3 to 12 liters. Small tanks with a capacity of around 200 liters are also used. The
pesticides are applied with a handgun. A rough estimate of the amount applied is 150
to 300 liters per hectare.

G. SWOT ANALYSIS
STERNGTH
1. One of the leaders in the Indian industry.
2. Strong financial Position.
3. Strategic location of manufacturing units.

4. Excellent relationships with the farmers.

5. Good products quality.

WEAKNESS
1. Departments are not clearly mentioned.
2. Lack of professionalism.
3. Old technologies are used.

OPPORTUNITIES
1. Need awareness among people.
2. Huge potential to increase the productivity of pesticides.
3. Technology up gradation, new advanced technology available for the byproduct
utilization.

THREATS
1. Vulnerable to Political interest.
2. Groundwater availability for irrigation of raw materials
3. Quality of soil deteriorates due to overuse of these pesticides.

2. PERFORMANCE APPRAISAL
A. DEFINITION OF PERFORMANCE APPRAISAL

WHAT IS PERFORMANCE?
What does the term performance actually mean? Employees are performing well when
they are productive. Productivity implies both concern for effectiveness and efficiency,
effectiveness refers to goal accomplishment. However it does not speak of the costs
incurred in reaching the goal. That is where efficiency comes in. Efficiency evaluates
the ratio of inputs consumed to outputs achieved. The greater the output for a given
input, the greater the efficiency. It is not desirable to have objective measures of
productivity such as hard data on effectiveness, number of units produced, or percent
of crimes solved etc. and hard data on efficiency (average cost per unit or ratio of sales
volume to number of calls made etc.).
In addition to productivity as measured in terms of effectiveness and efficiency,
performance also includes personnel data such as measures of accidents, turnover,
absences, and tardiness. That is a good employee is one who not only performs well in
terms of productivity but also minimizes problems for the organization by being to work
on time, by not missing days, and by minimizing the number of work-related accidents.

What is Appraisal?
Appraisals are judgments of the characteristics, traits and performance of others. On
the basis of these judgments we assess the worth or value of others and identify what
is good or bad. In industry performance appraisal is a systematic evaluation of
employees by supervisors. Employees also wish to know their position in the
organization. Appraisals are essential for making many administrative decisions: wage
and salary administration etc. Besides they aid in personnel research.

B. MEANING OF PERFORMANCE APPRAISAL

Performance Appraisals is the assessment of individuals performance in a systematic
way. It is a developmental tool used for all round development of the employee and the
organization. The performance is measured against such factors as job knowledge,
quality and quantity of output, initiative, leadership abilities, supervision, dependability,
co-operation, judgment, versatility and health. Assessment should be confined to past as

well as potential performance also. The second definition is more focused on behaviors
as a part of assessment because behaviors do affect job results.

C. OBJECTIVES OF PERFORMANCE APPRAISAL

1.

Promotions

2.

Confirmations

3. Training and Development

4.

Compensation reviews

5.

Competency building

6.

Improve communication

7.

Evaluation of HR Programs

8.

Feedback & Grievances

D. GOALS OF PERFORMANCE APPRAISAL

General Goals

Specific Goals

Developmental Use

Individual needs

Performance feedback
Transfers and Placements
Strengths and Development needs
Administrative Decisions / Uses

Salary
Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers identification

Organizational Maintenance

HR Planning
Training Needs
Organizational Goal achievements
Goal Identification
HR Systems Evaluation
Reinforcement of organizational needs

Documentation

Validation Research
For HR Decisions
Legal Requirements

E. PERFORMANCE APPRAISAL PROCESS

1.

Objectives definition of appraisal

2.

Job expectations establishment

3.

Design an appraisal program

4. Appraise the performance

5.

Performance Interviews

6.

Use data for appropriate purposes

7.

Identify opportunities variables

8.

Using social processes, physical processes, human and computer assistance

F. TECHNIQUES/METHODS OF PERFORMANCE APPRAISAL

Numerous methods have been devised to measure the quantity and quality of performance
appraisals. Each of the methods is effective for some purposes for some organizations only.
None should be dismissed or accepted as appropriate except as they relate to the particular
needs of the organization or an employee.
Broadly all methods of appraisals can be divided into two different categories.

Past Oriented Methods

Future Oriented Methods

Past Oriented Methods

1. Rating Scales: Rating scales consists of several numerical scales representing job related
performance criterions such as dependability, initiative, output, attendance, attitude etc. Each
scales ranges from excellent to poor. The total numerical scores are computed and final
conclusions are derived. Advantages Adaptability, easy to use, low cost, every type of job
can be evaluated, large number of employees covered, no formal training required.
Disadvantages Raters biases
2. Checklist: Under this method, checklist of statements of traits of employee in the form of
Yes or No based questions is prepared. Here the rater only does the reporting or checking and
HR department does the actual evaluation. Advantages economy, ease of administration,
limited training required, standardization. Disadvantages Raters biases, use of improper
weighs by HR, does not allow rater to give relative ratings
3. Forced Choice Method: The series of statements arranged in the blocks of two or more
are given and the rater indicates which statement is true or false. The rater is forced to make a
choice. HR department does actual assessment. Advantages Absence of personal biases
because of forced choice. Disadvantages Statements may be wrongly framed.
4. Forced Distribution Method: here employees are clustered around a high point on a
rating scale. Rater is compelled to distribute the employees on all points on the scale. It is
assumed that the performance is conformed to normal distribution. Advantages Eliminates
Disadvantages Assumption of normal distribution, unrealistic, errors of central tendency.
5. Critical Incidents Method: The approach is focused on certain critical behaviors of
employee that makes all the difference in the performance. Supervisors as and when they

occur record such incidents. Advantages Evaluations are based on actual job behaviors,
ratings are supported by descriptions, feedback is easy, reduces decency biases, chances of
subordinate improvement are high. Disadvantages Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback may be too much and may appear to
be punishment.
6. Behaviorally Anchored Rating Scales: statements of effective and ineffective behaviors
determine the points. They are said to be behaviorally anchored. The rater is supposed to say,
which behavior describes the employee performance. Advantages helps overcome rating
errors. Disadvantages Suffers from distortions inherent in most rating techniques.
7. Field Review Method: This is an appraisal done by someone outside employees own
department usually from corporate or HR department. Advantages Useful for managerial
level promotions, when comparable information is needed, Disadvantages Outsider is
generally not familiar with employees work environment, Observation of actual behaviors
not possible.
8. Performance Tests & Observations: This is based on the test of knowledge or skills. The
tests may be written or an actual presentation of skills. Tests must be reliable and validated to
be useful. Advantage Tests may be apt to measure potential more than actual performance.
Disadvantages Tests may suffer if costs of test development or administration are high.
9. Confidential Records: Mostly used by government departments, however its application
in industry is not ruled out. Here the report is given in the form of Annual Confidentiality
Report (ACR) and may record ratings with respect to following items; attendance, self
expression, team work, leadership, initiative, technical ability, reasoning ability, originality
and resourcefulness etc. The system is highly secretive and confidential. Feedback to the
assessee is given only in case of an adverse entry. Disadvantage is that it is highly subjective
and ratings can be manipulated because the evaluations are linked to HR actions like
promotions etc.
10. Essay Method: In this method the rater writes down the employee description in detail
within a number of broad categories like, overall impression of performance, promote ability
of employee, existing capabilities and qualifications of performing jobs, strengths and
weaknesses and training needs of the employee. Advantage It is extremely useful in filing
information gaps about the employees that often occur in a better-structured checklist.
Disadvantages It its highly dependent upon the writing skills of rater and most of them are
not good writers. They may get confused success depends on the memory power of raters.
11. Cost Accounting Method: Here performance is evaluated from the monetary returns
yields to his or her organization. Cost to keep employee, and benefit the organization derives
is ascertained. Hence it is more dependent upon cost and benefit analysis.
12. Comparative Evaluation Method (Ranking & Paired Comparisons): These are
collection of different methods that compare performance with that of other co-workers. The
usual techniques used may be ranking methods and paired comparison method.

Ranking Methods: Superior ranks his worker based on merit, from best to worst. However
how best and why best are not elaborated in this method. It is easy to administer and
explanation
.

Paired Comparison Methods: In this method each employee is rated with another employee
in the form of pairs. The number of comparisons may be calculated with the help of a
formula as under.

Future Oriented Methods

1. Management By Objectives: It means management by objectives and the performance is
rated against the achievement of objectives stated by the management. MBO process goes as
under.

Establish goals and desired outcomes for each subordinate

Setting performance standards
Comparison of actual goals with goals attained by the employee
Establish new goals and new strategies for goals not achieved in previous year.
Advantage It is more useful for managerial positions.
Disadvantages Not applicable to all jobs, allocation of merit pay may result in setting shortterm goals rather than important and long-term goals etc.
2. Psychological Appraisals: These appraisals are more directed to assess employees
potential for future performance rather than the past one. It is done in the form of in-depth
interviews, psychological tests, and discussion with supervisors and review of other
evaluations. It is more focused on employees emotional, intellectual, and motivational and
other personal characteristics affecting his performance. This approach is slow and costly and
may be useful for bright young members who may have considerable potential. However
quality of these appraisals largely depend upon the skills of psychologists who perform the
evaluation.
3. Assessment Centers: This technique was first developed in USA and UK in 1943. An
assessment center is a central location where managers may come together to have their
participation in job related exercises evaluated by trained observers. It is more focused on
observation of behaviors across a series of select exercises or work samples. Assesses are
requested to participate in in-basket exercises, work groups, computer simulations, role
playing and other similar activities which require same attributes for successful performance
in actual job. The characteristics assessed in assessment center can be assertiveness,
persuasive ability, communicating ability, planning and organizational ability, self
confidence, resistance to stress, energy level, decision making, sensitivity to feelings,
administrative ability, creativity and mental alertness etc. Disadvantages Costs of
employees traveling and lodging, psychologists, ratings strongly influenced by assessor's
inter-personal skills. Solid performers may feel suffocated in simulated situations. Those who
are not selected for this also may get affected.

Advantages well-conducted assessment center can achieve better forecasts of future

performance and progress than other methods of appraisals. Also reliability, content validity

and predictive ability are said to be high in assessment centers. The tests also make sure that
the wrong people are not hired or promoted. Finally it clearly defines the criteria for selection
and promotion.
4. 360-Degree Feedback: It is a technique which is systematic collection of performance
data on an individual group, derived from a number of stakeholders like immediate
supervisors, team members, customers, peers and self. In fact anyone who has useful
information on how an employee does a job may be one of the appraisers. This technique is
highly useful in terms of broader perspective, greater self-development and multi-source
feedback is useful. 360-degree appraisals are useful to measure inter-personal skills,
customer satisfaction and team building skills. However on the negative side, receiving
feedback from multiple sources can be intimidating, threatening etc. Multiple raters may be
less adept at providing balanced and objective feedback.

3. PERFORMANCE APPRAISAL AT TEMATHANI AGRO

PRODUCTS PRIVATE LIMITED
After an employee has been selected for a job and has been trained to do his assigned
job and he has worked on it for a period of time, his performance is evaluated.
Performance Evaluated or Appraisal is the process of deciding how employees do
their jobs. Performance here refers to the degree of accomplishment of the task that
makes up an individuals job. It indicates how well an individual is fulfilling the job
requirements. The Performance Management system is Key result area based. Their
Performance Management System aligns our approach from multi-dimensional goals
towards our core objectives like:
a) Providing our employees with a sense of professional accomplishment, relative
to expectation and predefined performance indicators.
b) Empowering employee development through discussions on assigned
opportunities and training.
c) Understanding the companys commitment to continual improvement through
consistent learning and development
d) Encouraging a healthy balance between pay and work performance
e) Communicating with our employees at all levels.

3.1 Process of performance appraisal followed by TAPPL

a)
b)
c)
d)
e)

Establish performance standards,

Communicate the standards,
Compare actual performance with standards and discuss the appraisal
Measure actual performance,
Taking corrective action, if necessary.

1) Establish performance standards

Appraisal system requires performance standards, which serve as benchmarks against
which performance is measured. To be useful, standards are established that relate to the
desired results of each job.
Performance standards are clear to both the appraiser and the appraisee. The
performance standards or goals are developed after a thorough analysis of the job. Goals
are written down. Just talking about them is not enough.

2) Communicate the standards

Performance appraisal involves at least two parties; the appraiser who does the
appraisal and the appraisee whose performance is being evaluated. The appraiser should
prepare job descriptions clearly; help the appraisee set his goals and targets; analyze
results objectively; offer coaching and guidance to the appraisee whenever required and
reward good results. The appraiser should be very clear about what he is doing and why
he is doing this. For this purpose performance standards are communicated to appraisee

and their reactions are noted down right away. If necessary, these standards are revised
or modified.

3) Measure actual performance

After the performance standards set and accepted, the next step is to measure actual
performance. This requires the use of dependable performance measures, the ratings
used to evaluate performance. Performance measures- to be helpful must be easy to
use, reliable, and report on the critical behaviors that determine performance. Four
common sources of information, which are generally used by managers regarding
how to measure actual performance, are personal observation, statistical reports, oral
reports and written reports. Performance measures may be objective or subjective.

4) Compare actual performance with standards and discuss the appraisal

Actual performance may be better than expected and sometimes it may go off track.
Whatever are the consequences, there is a way to communicate and discuss the final
outcome. The assessment of another persons contribution and ability is not an easy task.
It has serious emotional overtones as it affects the self-esteem of the appraisee. Any
appraisal based on subjective criteria is like;y to be questioned by the appraisee and leave
him quite dejected and unhappy if the appraisal turns out to be negative.

5) Taking corrective action, if necessary.

Corrective action is of two types: one puts fire immediately, while the other destroys
the root of the problem immediately. Immediate action set things right and get things
back on track whereas the basic corrective action gets to source of deviations and
seeks to adjust the difference permanently.

3.2 Methods of performance appraisal followed by TAPPL

1) Ranking Method: This is relatively easy method of performance evaluation. Under

this method, the ranking of an employee in a work group is done against that of another
employee. The relative position of each employee is expressed in terms of his numerical
rank. It is also done by ranking a person on his job performance against another member
of the competitive group. While using this method, the evaluator is asked to rate
employees from highest to lowest on some overall criterion. Though it is relatively easier
to rank the best and the worst employees, it is very difficult to rank the average employee.

2) Paired comparison method: Ranking becomes more reliable and easier under the
paired comparison method. Each worker is compared with all other employees in the
group; each worker is compared with all other employees.

4. RESEARCH METHODOLOGY.

4.1 OBJECTIVE OF THE STUDY

The objective of the present study is to study the PERFORMANCE
APPRAISAL AT TEMATHANI AGRO PRODUCTS PVT. LTD.
Following fundamental objectives have been identified as the sub-objective of the
study.
1) To have detailed understanding of the activities of human resource management,
what are they, how they take place, what they involve.
2) To know the importance of each and every activities of HR in an organization.
3) To link our HR theoretical concept with practical implementation.
4) To recommend certain improvement measures for better HR system, if needed.
5) To identify challenges faced in HRM by company.

4.2 RESEARCH DESIGN

Research design is a complete outline of the conduct of the proposed research study. It
is a comprehensive statement on the problem and the scope of the study. The purpose of
undertaking it, the population and location to be covered for collecting information, the
hypothesis formulated for the study and finally the methodology to be employed.
My research is of descriptive type because I have described the whole part of Performance
Appraisal at Temathani Agro Products Private Limited.

4.3 DATA COLLECTION

A) Sources of Data Collection
i)

Primary Sources
a) Questionnaire
b) Discussions
c) In depth interviews.

ii)

Secondary sources
a)
b)
c)
d)

Internet sites
Reference books
Company Records
Application blank forms.

B) Methods of data collection

i)
ii)
iii)

Observations: I observed how the Performance Appraisal activities are

performed, whether the employees are working efficiently and effectively or
not, coordinating between workers and top management.
Questionnaire: A questionnaire was set up to understand the Performance
Appraisal system in the company and the challenges in this activity faced by
the company.
Interview: I interviewed the Companys Director, the HR Manager, Superior
Manager, Timekeeper, Employees and lastly the labours.

5. FINDINGS AND ANALYSIS

Q1. In your Opinion Performance Appraisal is?

a) Evaluation- 20% b) Promotion- 30% c) Job Evaluation- 15% d) Motivation 35%

Evaluation

Promotion

Job Satisfaction

Motivation

Interpretation: As we can see, 20% of the employees feel that the PA is for evaluation, 30%
feel that it is for promotion, 15% feel for job satisfaction and 35 % feel for motivation.
Q2. . Which method of performance appraisal is implemented in the organization?
a) Paired 20% b) Grading 80%

Paired

Grading

Others

Interpretation: As we can see, 80% of the employees think that the grading method is used
for their performance appraisal and 20% feel that the paired method is used.

Q3. Do you receive any increment in your salary after performance Appraisal?

Yes

No

Interpretation: As we can see, 80% of employees say that they receive increment after
appraisal and 20% of them do not favor this statement.
Q4. Do you think that PA provides an atmosphere where all are encouraged?

Yes

No

Interpretation: From the above data we can see that 90% of the employees feel that
Performance appraisal provides an encouraged environment where as 10% of thm feel that it
does not.

Q5. Do you think PA helps people set and achieve meaningful goals?

Yes

No

Interpretation: From this we can see that 65% of the employees point performance
appraisal as meaningful where as 35% do not.
Q6. Do you think PA give constructive criticism in a friendly and positive manner?

Yes

No

Interpretation: Through this pie chart we can say that 70% of the employees take the
appraisal in a positive manner but 30% take it in a negative manner.

Q7. Do you think that performance of employees improve after process of PA?

Yes

No

Interpretation: With the view of the above pie chart we can say that 85% of the employees
feel that performance of the employees improve after the appraisal where as 15 % do not
think so.
Q8. Is the top-level management partial in Performance Appraisal?

Yes

No

Interpretation: The above pie diagram shows that there are around 7% of the employees
who feel that the top-level management is biased in appraisal and 93% feel that they are
impartial.

Q9. Do you think PA improves motivation and job Satisfaction?

Q1. In your Opinion Performance Appraisal is?

a. Evaluation[ ] b. Promotion [ ]c. Job Satisfaction [ ] d. Motivation [ ]
Q2. Which method of performance appraisal is implemented in the organization?
a. Merit[ ] b. Grading[ ] c. Other [ ]
Q3. Do you receive any increment in your salary after performance Appraisal?
a. Yes[ ] b. No [ ]
Q4. Do you think that PA provides an atmosphere where all are encouraged?
a. Yes[ ] b. No [ ]
Q5. Do you think PA helps people set and achieve meaningful goals?
a. Yes [ ]

b. No [ ]

Q6. Do you think PA give constructive criticism in a friendly and positive manner?
a. Yes [ ]

b. No [ ]

Q7. Do you think that performance of employees improve after process of PA?
a. Yes[ ]

b. No [ ]

Q8 Is the top-level management partial in Performance Appraisal?

a. Yesb. No
Q9. Do you think PA improves motivation and job Satisfaction?
a. Yesb. No
Q10. Do you think performance appraisal helps to change behavior of Employees?