[Type text]

A DISSERTATION REPORT
ON

“PERFORMANCE APPRAISAL”

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE DEGREE OF

MASTER’S OF BUSINESS ADMINISTRATION

BY-
DEEPIKA NAYAK
REGD NO-1606151019
[Type text]

ACKNOWLEDGEMENT

I consider myself very fortunate to get the opportunity to conduct the training
approval and project assignment by PARIS BAKERY. I got opportunity to get a
practical exposure into actual environment and it provides me the golden opportunity
to make my theoretical concept of Recruitment and selection process in a more clear
way.

I am very much thankful to Dr. C. Vijaya for providing me the opportunity to do

the training in the PARIS BAKERY. Also, thankful to Ms. Mitasree Bhuyan & all
the officials at PARIS BAKERY for their cooperation during my training for
providing me necessary information without which this project report would not have
been completed.

I have gone through various sites, Research Books, Magazines and

Newspapers to get the accurate information for analysis and tried to find the best
conclusion.
[Type text]

PREFACE

Dissertation is one of the most vital part of an MBA course, both as a link between
theory and actual industrial practices as well as an opportunity for hands on
experience in corporate environment. I therefore, consider myself fortunate to receive
the training in an esteemed organization viz. Paris Bakery. Yet the opportunity
could not have been utilized without the guidance and support of many individuals
who although held varied positions, but were equally instrument for although
completion of my summer training.

Dr. C. Vijaya and also thanks to all my faculty members and my Parents
and friends. However, I accept the sole responsibility errors of omission and would
be extremely grateful to readers of this project report if they bring such mistake to
my notice.
[Type text]

EXECUTIVE SUMMERY

• Most organizations have a performance appraisal (PA) program that has

evolved over time and is likely not meeting the needs of employees and
managers.
• Many competing PA theories and practices exist making development of an
effective program difficult. However, done well, a strong PA program
reinforces organizational culture and helps employees achieve high levels of
performance.
• An effective PA program can improve key business measures such as Return
on Assets, Return on Equity, profit margins and earnings.
• Every strong PA program has three elements: performance tracking, informal
feedback, and formal appraisal.
• Build on these three elements to customize your program to your
organization’s goals and values:
o Informal coaching is the single most significant factor in easing
retention and developing talent.
o Forced ranking and forced distribution are techniques that work well in
competitive environments. Avoid them in team-based departments.
o 360-degree evaluations help to improve people management abilities.
Stay away from using them for manager compensation or
disciplinary purposes.
[Type text]

TABLE OF CONTENT

1. COMPANY PROFILE
2. INTRODUCTION TO PERFORMANCE APPRAISAL (PA)
3. PURPOSE OF APPRAISAL
4. WHAT SHOULD BE TREATED
5. OBJECTIVE OF PA
6. METHODS
7. 360 DEGREE APPRAISAL
8. POST APPRAISAL INTERVIEW
9. PROCESS

10. PROBLRMS OR ERRORS OF APPRAISAL

11. RESEARCH METHODOLOGY

12. DATA ANALYSIS

13.LIMITATAIONS

14.CONCLUSIONS & SUGGESTIONS

15.BIBILOGRAPHY
[Type text]

COMPANY PROFILE

INTRODUCTION

TYPE Bakery Mall

AVAILABILITY Odisha, West Bengal

OWNER Private

KEY PEOPLE CHAIRMAN & DIRECTOR-JAYANARAYAN

PUJAPANDA

FOUNDED APRIL 1, 2016

PRODUCT / Cakes, breads, chocolate, cookies etc.

SERVICE

WEBSITE http://www.parisbakery.co.in
[Type text]

OVERVIEW

Pioneering the concept of ‘Bakery Mall’, Paris Bakery is a complete solution for
entire range of bakery products. With its ultra modern manufacturing facility, state
of the art technology, Paris Bakery is perfectly positioned to transform the current
market space. At Paris Bakery, one can sample a plethora of bakery and
confectionery options in terms of 18 different breads, 80 kinds of cookies, 25
varieties of chocolates, 200 types of cakes, pies, tarts, muffins and pastries.
Additionally, one can also taster a wide range of mouth watering snacks including
pasta, pizza, sandwiches, wraps, rolls and burgers.
[Type text]

VISION

• To become the most preferred bakery house for the quality loving
customers.

MISSION
• To deliver fresh bakery and confectionary products prepared by top-
class ingredients and raw materials with a special focus on cleanliness
and hygiene.

WHY DIFFERENT FROM OTHERS

• State of the art manufacturing unit.
• Experienced chef trained in Paris.
• Innovative and environment friendly packaging
[Type text]

PRODUCTS
Group Sub Group Menu Name
BAKERS TREAT BUN BIG BURGER BUN
CHEESE MASALA BUN
FRUIT BUN
HIGH FIBER BUN
HOT DOG BUN LARGE
HOT DOG BUN SMALL
PAV BUN8PCS
CROISSANTS BLUEBERRY CROISSANT
BUTTER CROISSANT
CHEESE CROISIANTS
DRY CAKE APPLE CINNAMON CAKE
APRICOT CASHEW TEA CAKE
BANANA DRY CAKE
KULCHA BIG PLAIN KULCHA
BUTTER KULCHA
LOAF CHEESE MASALA LOAF
GARLIC LOAF
MUFFIN BANANA MUFFIN
BLUEBERRY MUFFIN
CHOCO CHIPS MUFFIN
PIZZA BASE CHEESE PIZZA BASE 8INCHES
PIZZA BASE4
REGULAR BREAD ABCD
BROWN BREAD
BROWN FAMILY BREAD
RUSK BESAN RUSK
BREAD CRUMBS
SOUP ITEMS CHEESE SOUP STICK
SPECIAL BREAD BROWN JUMBO
BUTTER GARLIC STICK
CHEESE BREAD
TOAST BHAKARWADI
BEVERAGES COFFEE CAPPUCCINO
COLD COFFEE
ESPRESSO
[Type text]

ICE CREAM ALMOND MAGNUM KW

ANJEER HONEY TOB CB
APPLE JELLY STICK KW 10
ICE CREAM FAMILY IN ONE KW 1
PACK
IN ONE KW 1
AMERICAN BITES 1+1 CB
AMERICAN BITES 1+1 KW
SHAKE MOCK TAIL- COOL BLUE
MOCKTAIL - GREEN APPLE
MOCKTAIL - GREEN MINT
SOFT DRINK 7UP
7UP
SOUP HOT N SOUR SOUP
TOMATO SOUP

PUFF AJWAIN PUFF

AJWAIN PUFF
CHEESE STICK
SALTY AJWAIN BUTTER
AJWAIN BUTTER
SUGAR FREE SUGAR FREE ALMOND
SUGAR FREE ALMOND
SUGARY ALMOND BISCOTTI
ALMOND CASHEW BAR
[Type text]

INTRODUCTION
[Type text]

PERFORMANCE APPRAISAL

Management Performance appraisal is a method of evaluating the evaluating

the behavior of employees Performance appraisal or merit rating is one of the oldest
and most universal practices of in the work spot, Normally including both the
quantitative and qualitative aspects of job performance. Performance appraisal can
be an effective instrument for helping people grow and develop in organizational
setting. Through a Well organized appraisal system. An employee can create learning
spaces for himself in an organization.

Effectively practiced and development oriented performance appraisal & Review

system, substantially contribute to the organization health. Organization cannot do
away with PERFORMANCE APPRAISAL. Some form of assessment of
performance on a continuing basis is essential for survival as well as growth of an
organization. If and develop yardsticks to measure it, if you want to improve
performance. The performer has to be able to understand it.

Performance appraisal is a systematic appraisal of the employee’s personality traits

and performance on the job and is designed to determine his contribution and relative
worth to the firm.

A formal definition of performance appraisal is that, it is the systematic evolution of

the individual with respect to his or her performance on the job and his or her potential
for development
[Type text]

“Performance appraisal is a formal structured system of measuring and evaluating

an employee’s job, related behaviors and out comes to discover how and why the
employee is presently performing on the job an how the employee can perform
effectively in the future so that the employee, organization and society all benefit.”

Under performance appraisal, we evaluate not only the performance of a worker

but also his potential for development.

COMPONENTS OF APPRAISAL
EVALUATION

As we have seen performance evolutions can be made a verity of reasons- counseling,

promotion, research, salary, administration or a combinations of these therefore it is
necessary to begin by stating very clearly the objectives of the evolution program.
Having done this, the personal evolution system should address the questions, who,
what, when, where, how? Of performance appraisal

“WHO”

The appraisal can be accomplished by one or more individuals involving a

combination of the immediate supervisor, a higher level manager, a personal
manager, the assessee’s peers, the assessee himself and the assessee’s subordinates.
[Type text]

Usually the immediate supervisor must be interested with the task of rating the
assesee because he his most familiar with his work, and because he is also responsible
for recommending or approving personal action based on the performance appraisal.
The staff specialists, i.e. the personal officer also do appraisal.

They may advise the supervisor while evaluating their subordinates stressing the need
for evidence for making specific appraisal judgments and comparing a particular
subordinate’s evolution with those of others.

The appraisal of an individual may also be done by his peers such appraisal proves
effective in predicting future management success.

This approach has its disadvantage that the individual may rate himself excessively
high then it would be if his superior rated him. Many companies use rating
committees to evaluate employees. These committees consist of supervisors, peers,
and subordinates.

“WHAT”

The “what” of the performance appraisal consists in appraising non supervisory

employees for their current performance and managers for potential? It also includes
evaluation of human trades.

“WHY”

The “why” of an appraisal is concerned with –

a) Creating and maintaining a satisfactory level of performance of employees in

there present jobs.
[Type text]

b) Highlighting employee needs and opportunities for personal growth and

development.
c) Promoting understanding between the supervisor and his subordinates.
d) Providing a useful criterion for determining the validity of selection and
training methods and techniques and forming concrete measures for attracting
individual of higher caliber to the enterprise.

“WHEN”

The ‘when’ answers the query about the frequency of appraisal? It has been suggested
in formal counseling should occur continuously. The manager should discuss an
employee’s work as soon as possible after he has judged it.

“WHERE”

The where indicates the lo0cation where an employee may be evaluated. It is usually
done at the place of work or office of the supervisor.

“HOW”

Under how the company must decide what different methods are available and which
of these may be used for performance appraisal. Based on the comparative
advantages and disadvantages it is decided which method suit the propose best.
[Type text]

PURPOSE OF PERFORMANCE APPRAISAL

❖ To create and maintain a satisfactory level of performance.

❖ To provide information making decision for rewardingly of retrenchment etc.

❖ To guide the job changes with the help to continuous ranking.

❖ To contribute to the employee growth and development through training, self

and management development program.

❖ To facilitate for testing and validating selection tests, interview techniques

through compeering there scores with performance appraisal ranks.

❖ To facilitate fair and equitable compensation based on performance.

❖ To help the superiors to have proper understanding about there subordinates.

[Type text]

WHAT SHOULD BE RATED

The seven criteria for assessing performance are:

1. Quality: the degree to which the process or result of carrying out an activity

approach perfection

2. Quantity: the amount produce expressed in monetary terms number of units,

or number of completed activity cycles

3. Timeliness: the degree to which an activity or an result produced

4. Cost effectiveness: the degree to which the use of the organizations resources

(e.g. human, monetary, technological, material) is maximized in the séance of

waiting the highest gain

5. Need for supervision: the degree to which a job performer can carry out job

function without supervisory assistance

6. Interpersonal impact: the degree to which performer promotes feeling of self

– esteem, goodwill and cooperation among co- workers and sub- ordinates.

7. Training: need for training of improving his skills knowledge.

[Type text]

OBJECTIVE OFPERFORMANCE APPRAISAL

A good performance appraisal has following objectives: -

➢ Help employees to know their weaknesses, and improve their strengths, and

thus enable them to improve their performance and that of the department.

➢ Generate adequate feedback and guidelines from the reporting officers to the

employee.

➢ Contribution to the growth and development of the employee thru helping in

realistic goal setting.

➢ Help identifying employees for the porpoise of motivating, training and

developing them.

➢ Generate significant relevant, free and valid information about employees thus

good performance appraisal and review system should primarily focus on

employee development
[Type text]

METHODS OF APPRAISAL

Broadly all the approaches to appraisal can be classified into:-

❖ Past-oriented:
• Rating scales
• Checklist
• Forced choice method
• Forced distribution
• Critical incident method
• Behaviorally anchored’ scales
• Field review method
• Annual confidential report
• Essay method
• Cost accounting approaches
• Comparative evolution approach
• Ranking method
• Paired – comparison method

Future – oriented:

• Management by objectives
• Psychological appraisals
• Assessment center
• 360-degree appraisal
• Behaviorally Anchored Rating scale (BARS)
[Type text]

METHODS OF PERFORMANCE APPRAISALS

Past Oriented Methods

Rating scales:
This is the simplest and the most popular technique for employee performance.
The typical rating – scales system consists of several numerical scales, each
representing job related performance criterion such as dependability, initiative
output, attendance, attitude, co-operation and the like. Each scales ranges from
excellent to poor. The rater checks the appropriate performance level on each
criterion, and then computes the employees total numerical scores.

Checklist:
In this method, the raters don’t evolutes employee performance, he supplies
reports about it and the personal department does the final rating a series of
question are presented concerning and employee to his behavior. The rater,
then, to indicate if the answer to a question about an employee in positive or
negative. Generally , the questions are on yes/no pattern.

Forced choice method:

In this the rater is given a series of statements about employee. These
statements are arranged in block of two or more, and the rater indicates which
statements is most or least disruptive of the employee
[Type text]

Critical incident method

The, approaches focus on certain critical behaviors of an employee that makes
all the difference between effective and non effective performance of a job.
Such incidents are recorded by the superiors as and when they occur.

Behaviorally Anchored Rating Scales

Sometimes this is called behavioral expectation scales, are rating scales whose
scale point are determined by statements of effective and ineffective behaviors.
A rater must indicates which behavior on each scale best describes an
employee’s performance.

Field review method

This is an appraisal by someone outside the assesses on department usually
someone from the corporate office or H.R department. The outsider review
employee records and holds interviews with the rate and his or her superior .
the method is primarily used for make promotional decision at the managerial
level.

Annual confidential report method

In this method each employee is rated confidentially by one or more senior
officers for his performance. The report deals with the years work and general
opinion of the rater towards the employee. The main problem with his method
is that it is not data based and the appraisal is done the bases of impression.
[Type text]

Essay method
In the essay method, the rater must describe the employee with in a number of
broad categories such as-
a) The rater’s overall impression of the employee’s performance
b) The promotability of the employee
c) The jobs that the employee is now able or qualified to perform
d) The strength and weaknesses of the employee and the training and the
development assistant required the employee.

Comparative Evolution Approaches

These are a collection of a different methods that compare one worker’s
performance with that his / her co-workers. Supervisors usually conduct
comparative appraisals. As these appraisals can results in a ranking from best
to worst they are useful on deciding merits-pay increases promotions and
organizational rewards. We can classify it into-
a) Ranking method
In this, the superior his or her subordinates in the order of there merits starting
from the best to the worst. This method is subject to the hallo and Recency
effects, although ranking by two or more raters can be averaged to help reduce
biases. It advantages include ease of administration and explanation.
b) Paired – Comparison method :-
Under this method the appraiser compares each employee with every other
employee, one at a time. The number of comparisons may be calculated with
the help of formula, which reads thus-:
N (N-1)/2
[Type text]

360 DEGREE PERFORMANCE APPRAISAL

Typical appraisers are: supervisors, peers, subordinates employees themselves,
users of service and consultants. Performance appraisal by all these parties is
called” 360 DEGREE PERFORMANCE APPRAISAL”

Supervisors:-

Supervisors include superiors of the employee other superiors having

knowledge about the work of the employee and department head or manager.
General practices is that immediate superiors appraise the performance, hitch
in turn reviewed by the departmental head /manager.

Peers:-
Peer appraisal may be reliable if the work group is stable over a reasonably
long period of time and perform tasks that require integration.

Subordinates:-
The concept of having superiors rated by
subordinates is being used in most organizations today especially in developed
countries. Such a novel method can be useful in other organizational settings
too provided the relationship between superiors and subordinates are
coordinal.
[Type text]

Self-Appraisal:-
In individuals understand the objective they are expected to achieve and
the standard by which they are to be evaluated, they are to a great extend in the
best position to appraise their own performance.

Users of Service Customers:-

Employee performance in service organization relating to behaviors,
promptness, speed in doing the job and accuracy, can be better judged by the
customers or users of services.

Consultants:-
Sometimes consultants may be engaged for appraisal when employees or
employers not trust supervisor and management does not trust the self-
appraisal a peer appraisal or subordinate appraisal.
[Type text]

THE POST APPRAISAL INTERVIEW

This interview provides the employee the feedback information, and an

opportunity to the appraiser to employee his rating, the trail and behavior he
has taken into consideration etc.
Further it helps both the parties to review standards, set new standards based
on the reality factors and helps the appraisal to offer his suggestion, help, guide
and coach the employee for his advancement.
Thus, the post appraisal interview is designed to achieve the following the
objectives.
• To let employee know where stand
• To help employee do better job by clarifying what is expected of them
• To plan opportunities for development and growth
• To provide an opportunity for employees to express themselves on
performance related issue.
Thus, post appraisal interview is most helpful to the
employee as well as his superior.
[Type text]
[Type text]

STAGES OF PERFORMANCE APPRAISAL

PROCESS
• PERFOMANCE STANDEARDS ARE ESTABLISHED
1

• INFORM THESE STANDARDS

2

• INSTRUCTION GIVEN FOR APPRAISAL

3

• FINDIND OUT THE INFLUENCE

4

• COMPARING THE PERFORMANCE

5

• FINDING OUT DEVIATION

6

• COMMUNICATING, THE ACTUAL PERFORMANCE

7

• SUGGESTING NECESSARY CHANGES

8

• FOLLOW-UP OF PERFORMANCE APPRAISAL REPORT

9
[Type text]

Performance Appraisal is a Nine-Step Process:-

❖ At the First stage, performance standards are established based on job

description and job specification. The standard should be clear, objective and
incorporate all the factors.
❖ The Second stage, is to inform these standards to all the employees including
appraisers.
❖ The Third stage is following the instruction given for appraisal measurement
of employee performance by the appraisers through observations interview,
records and reports
❖ The Fourth stage is finding out the influence of various internal and external
factors on actual performance.
❖ The Fifth stage is comparing performance with that of other employee and
previous performance .
❖ The Sixth stage is comparing the actual performance with the standards and
finding out deviations.
❖ The Seventh stage is communicating, the actual performance of the employee
and other employees doing the same job and discuss with him the reasons for
positive or negative deviations from the preset standards as the case may be.
❖ The Eighth stage is suggesting necessary changes in standards, job analysis
internal and external environment.
❖ The Ninth stage is fallow up performance appraisal report. This stage includes
guiding, counseling coaching and directing the employee or making
arrangements for the training and development of the employee.
[Type text]

PROBLEMS OF PERFORMANCE APPRAISAL

The major problem in performance appraisal: -

1) Rating Biases:-
The problem subjective measure (is that rating which is not
verifiable by others) has the opportunity for biases include:-

a) Halo effect
b) The error of central tendency
c) The leniency and strictness biases
d) Personal prejudice
e) The Recency effect

➢ Halo Effect:-
It is the tendency of the raters to defend excessively on the rating of
one trait or behavioral consideration in rating all other traits or behavioral
consideration. One way of minimizing the halo effect is appraising all the
employee by one trait before going to rate basis of another trait.

➢ The Error Central Tendency:-

Some raters fallow play safe policy in-rating-by-rating all the
employee on the middle point of the rating scale and they avoid rating the
p[people at both the extremes of the scale. They fallow play safe policy
because of a answerability to management or lack of knowledge about the
job and person he is rating or least interest in his job.
[Type text]

➢ The leniency and Strictness:-

The leniency bias crops when some raters have an tendency to be

liberal in their rating by assigning higher rates consistently such rating do
not several any purpose equally damaging one is assigning consistently low
rates.

d) Personal Prejudice : -

If the rater dislike any employee or any group, he may rate them at
the lower them which may distort the rating purpose affect the career of
these employee.

➢ The Recency Effect:-

The raters generally remember the recent actions of the employee at

the time of rating and rate on the basis of this recent action.

1) Favorable or unfavorable rather than on the whole activities.

2) Failure of the superior in conducting performance appraisal and post
performance appraisal interview.
3) Most part of the appraisal is based on subjectivity.
4) Less reliability and validity of the performance appraisal technique.
5) Negative ratings affect interpersonal relations system.
[Type text]

WHY APPRAISAL TECHNIQUES PROVE

FAILURE

Performance appraisal techniques have often failed to give a correct assessment of

the employee. The causes of such failure are:-

1) The supervisor plays dual and conflicting role of the both the judge and the
helper.
2) Too many objectives often cause confusion.
3) The supervisor feels that subordinate appraisal is not rewarding.
4) A considerable time gap exist between two appraisal programs.
5) The skills required for daily administration and employee development are in
conflict.
6) Poor communication keeps employees in the dark about what is expected of
them.
7) There is the difference of opinion between a supervisor and a subordinate
concerning the liter’s performance.
8) Feedback on appraisal is generally unpleasant for both supervisor and
subordinate.
9) Unwillingness on the part of supervisor to tell employee plainly how to
improve their performance.
[Type text]

Performance Diary

The performance diary is a meant to track / capture the significant performance

events whether positive or negative (Credit or Debit). This is also the tool for
recording the personal contribution in terms of innovative ideas, suggestions,
cost saving efforts etc.

The filling up the performance diary is most critical and important aspect on
which the entire system rests. Each and every individual has responsibility to
highlight ‘event’ in the performance diary, timely and properly.

While for an individual on the other hand, it may mean establishing clear
responsibility for a fault/formal operation / misjudgment etc. on the other hand
it will mean recording of credits worthy efforts / contribution which may
otherwise go unnoticed.

It is also essential to mention the impact of the incident in the terms of

beneficial and detrimental consequences as the case may be. Where ever
possible, the consequence needs to be quantified. Two important factors which
is likely to be recorded in the performance diary are as follows-:
[Type text]

Facilitating Factor:

Are those factors that are beyond the control of the appraise that have led to
better performance. Example: Availability of resources in time .

Inhibiting Factor:

Are those factors that are beyond the control of the appraise they have led to
poor performance. EXAMPLE: power failure that has led to loss of output.

Whom it will be Available:

The performance diary will remain in custody of the immediate superior and it
will be the joint responsibility of the appraise to maintain the sanctity of this
instrument through timely and meticulous recording. Infect, maintenance of
“performance diary” has been kept as the important parameter for performance
assessment.
Who will be The Appraiser:
The appraiser will be the sectional head / departmental head.
[Type text]

RESEARCH METHODOLOGY

RESEARCH

The research design of this project is exploratory. Though each research study
has its own specific purpose but the research design of this project on PARIS
BAKERY is exploratory in nature as the objective is the development of the
hypothesis rather than their testing. The research designs methods of financial
analysis. Through of comparative balance sheet in comparative statement, I am
studying on balance sheet of PARIS BAKIERY of five year. So taking comparative
statement, I am going to analyzed of five years balance sheet of PARIS BAKERY.

METHODOLOGY
Every project work is based on certain methodology, which is a way to
systematically solve the problem or attain its objectives. It is a very important
guideline and lead to completion of any project work through observation, data
collection and data analysis.
“Research Methodology comprises of defining & redefining problems,
collecting, organizing & evaluating data, making deductions & researching to
conclusions.”

- Clifford Woody
[Type text]

RESEARCH DESIGN

Research Design refers to "framework or plan for a study that guides the collection
and analysis of data". A typical research design of a company basically tries to resolve
the following issues:

a) Determining Data Collection Design

b) Determining Data Methods

c) Determining Data Sources

d) Determining Primary Data Collection Methods

e) Developing Questionnaires

f) Determining Sampling Plan

(1) EXPLORATIVE RESEARCH DESIGN:

Explorative studies are undertaken with a view to know more about the problem.
These studies help in a proper definition of the problem, and development of specific
hypothesis is to be tested later by more conclusive research designs. Its basic purpose
is to identify factors underlying a problem and to determine which one of them need
to be further researched by using rigorous conclusive research designs.

(2) CONCLUSIVE RESEARCH DESIGN:

Conclusive Research Studies are more formal in nature and are conducted with a view
to eliciting more precise information for purpose of making marketing decisions.
These studies can be either:

a) Descriptive or

b) Experimental
[Type text]

Thus, it was mix of both the tools of Research Design that is, Explorative as well as
Conclusive.

SAMPLING PLAN:

Sample Size = 32 Employees

Sample Area = PARIS BAKERY, BHUBANESWAR

Duration = 4 weeks

RESEARCH PROBLEM
I have selected that PERFORMANCE APPRAISER as research problem for my
summer training project.

As a research problem is the situation that causes the researcher to feel

apprehensive, confused and ill at ease. It is the demarcation of a problem area within
a certain involving the WHO or WHAT the WHERE the WHEN and the WHY of
the problem situation.

RESEARCH OBJECTIVE
How productivity relates with performance appraisal. In addition, the major factors
of performance appraisal, which have taken a part in increasing productivity of the
organization.
[Type text]

RESEARCH INSTRUMENT USED

❖ QUESTIONNAIRE:

The term questionnaire usually refers to a self administered processes

whereby he respondent himself read the question and records without the
assistance of an interviewer.

❖ INTERVIEW:

The interview method of collection data involves presentation of

oral- verbal stimuli and reply in terms of oral-verbal response.

SAMPLING TECHNIQUE USED

When field studies are under are under taken in practical life, consideration of
time cost and some other factors almost invariably lead to selection of
respondents. The selected respondents constitutes a sample and the selection
process is called sampling technique.

A sample design is define plan determined before any data are actually collected
for obtaining a sample from a given population. Sample can be either probability
sample or non probability sample.

I have selected simple random sampling in my project.

[Type text]

SIMPLE RANDOM SAMPLING:

This type of sampling is also known as chance sampling or probability sampling
where each item in the population has an equal chance of being selected in the
sample.

SAMPLE SIZE:
When a survey is undertaken and when it is not possible to cover the entire
population the researcher has to answer the basic question – how large should be
sample be? the sample size decision is related directly to research cost.
I have taken 35 people in my sample size as the sample size should be neither so
small nor so large.

METHOD USED FOR DATA COLLECTION

The task of data collection begins after a research after a research problem has
been defined and research design chalked out. While deciding about the method
of data collection to be used for the study the researcher should keep in mind two
types of data-:

1) Primary Data
2) Secondary Data

PRIMARY DATA
Those data that have been observed and recorded by the researcher for the first
time in their knowledge.

Sources:

❖ Questionnaire
❖ Interview method
[Type text]

SECONDARY DATA:

Those data that have been compile by some agency other than user.

Sources:
❖ Company profile
❖ Magazine
❖ Internet
❖ Books
❖ Previous report

ANALYTICAL TOOLS USED

The term analysis refers to the computation of certain measures along with searching
for pattern of relationship that exists among data group. Analysis is essential for a
scientific study and for ensuring that we have all relevant data for making
contemplated comparison. Therefore , I have used Tabulation, Graphs &charts
in my project.
[Type text]

DATA ANALYSIS
1. Do you think performance appraisal is necessary in your organization?

Column1

Strongly Disagree

Disagree

No idea
Column1

Agree

Strongly Agree

0 2 4 6 8 10 12 14 16

INTERPRITATION- 84% Employees thinks that performance

appraisal is necessary for the organization.
[Type text]

2.Do you think evaluation of performance is well planned in Paris bakery?

Column1

Strongly Disagree

Disagree

No idea
Column1

Agree

Strongly Agree

0 2 4 6 8 10 12 14 16

INTERPRITATION- 43.45% Employees think that evaluation of

performance is well planned.
[Type text]

3.Do you think that PA helps employees to set and achieve meaningful goals?

Coloumn 1

Strongly Disagree

Disagree

No Idea
Coloumn 1

Agree

Strongly Agree

0 2 4 6 8 10 12 14 16 18

INTERPRITATION- 50% Employees think that PA helps employees

to set and achieve meaningful goals

4.Is the promotion is given according to the performance of an employee?

Coloumn 1
Strongly Disagree

Disagree

No Idea

Agree Coloumn 1

Strongly Agree

0 5 10 15 20
[Type text]

INTERPRITATION- 46% Employees think that is given according to

the performance
5. Do you think current appraisal system in paris bakery is fair and effective?

Coloumn 1

Strongly Disagree

Disagree

No Idea
Coloumn 1

Agree

Strongly Agree

0 2 4 6 8 10 12 14

INTERPRITATION- 78% Employees think current appraisal system in

paris bakery is fair and effective

6. Do you think PA in your organization identify your training needs?

Coloumn 1

Strongly Disagree

Disagree

No Idea
Coloumn 1

Agree

Strongly Agree

0 2 4 6 8 10 12 14
[Type text]

INTERPRITATION- 40% Employees think PA in your organization

identify their training needs.

7. Do you think PA system improves motivation and job satisfaction?

Coloumn 1

Strongly Disagree

Disagree

No Idea
Coloumn 1

Agree

Strongly Agree

0 2 4 6 8 10 12 14

INTERPRITATION- 75% Employees think PA system improves

motivation and job satisfaction

8. Are the objectives of appraisal system is clear to all employees?

Coloumn 1

yes
no
[Type text]

INTERPRITATION- 78% Employees are clear about the objectives of

appraisal system.

9.Whether PA has any negative impacts?

Coloumn 1

yes
no

INTERPRITATION- 87% thinks that PA has no negative impact.

10.Are you satisfied with the present PA system in your organization?

Coloumn 1

yes
no

INTERPRITATION- 78 %are satisfied with the current PA system.

[Type text]

11.Are you aware of the method adapted for PA in the organization?

Coloumn 1

yes
no

INTERPRITATION-75% of the employees are aware of the method

adapted for PA.

12.Whether the appraise has informed you about the result of the evaluation?

Coloumn 1

yes
no

INTERPRITATION. 84% employees are informed about

their PA result.
[Type text]

13.Whether the system provides profit to the company?

Coloumn 1

yes
no

INTERPRITATION. 93% employees thinks that PA

system provides profit to the company.
14.Do any disputes arise between the employees of the system?

Coloumn 1

yes
no

INTERPRITATION. 87% employees think PA don’t

creates any disputes between the employees.
[Type text]

15.Does the supervisor appreciate your performance?

Coloumn 1

yes
no

INTERPRITATION. 100% employees told that their

supervisors appreciate their performance.
[Type text]

LIMITATIONS
A few limitations and constraints came in way of conducting the present study,

under which the researcher had to work are as follows:

• Although all attempts were made to make this an objective study,

biases on the part of respondents might have resulted in some

subjectivity.

• Though, no effort was spared to make the study most accurate and

useful, the “sample Size” selected for the same may not be the true

representative of the Company, resulting in biased results.

• This being the maiden experience of the researcher of conducting

study such as this, the possibility of better results, using deeper statistical

techniques in analyzing and interpreting data may not be ruled out.

[Type text]

SUGGESTIONS AND CONCLUSION

After having analyzed the data, it was observed that practically there was no
appraisal in the organization. To be an effective tool, it has to be on the continuous
basis. This is the thing that has been mentioned time and again in the report, as, in
the absence of continuity, it becomes a redundant exercise. Before actually deciding
drafting what should be the kind of appraisal the following things should be taken
care of:

1. The very concept of performance appraisal should be marketed

throughout the organization. Unless this is done, people would not accept
it, be it how important to the organization.

2. To market such a concept, it should not start at bottom, instead it should

be started by the initiative of the top management. This would help in
percolating down the concept to the advantage of all, which includes the
top management as well as those below them. This means that the top
management has to take a welcoming and positive approach towards the
change that is intended to be brought.

3. Developing a positive culture: Changing culture requires leaders to

understand the learning process dynamics and how the learning and
unlearning of assumptions and beliefs can be manipulated to modify
behavior. Cultural aspects could be one of the areas of training.
An organization’s leadership has the responsibility to develop a
[Type text]

positive culture to facilitate the acceptance of performance appraisal

among managers and their employees.

4. It should be noted that the appraisal form for each job position should be
different as each job has different knowledge and skill requirements.
There should not be a common appraisal form for every job position in
the organization.

5. Avoiding multi-purpose program : One performance appraisal

program should not be designed to serve a myriad of purposes,
administrative and developmental, as it can be vague and is difficult
& results into failure. The solution is to separate assessment from
development in appraising employees.

6. A neutral panel of people should do the appraisal and to avoid

subjectivity to a marked extent, objective methods should be employed
having quantifiable data.

7. The time period for conducting the appraisal should be revised, so that
the exercise becomes a continuous phenomenon.

8. Providing performance feedback: Employees naturally like to know how

they are performing relative to what is expected from them. Performance
feedback lets employees know how well they have performed in
comparison with the performance standards. Having day-to-day
employee-manager interaction, through which the appraise is provided
with constructive feedback.
[Type text]

BIBLIOGRAPHY

BOOKS-

Human Resource - V.S.P Rao

Research Methodology - C. R. Kothari

✓ Annual Report of Organization

✓ Internal Records of Organization

WEBSITES- www.parisbakery.co.in