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made on ǥǥǥǥǥǥǥ......the feasible suggestions have been duly incorporated

in consultation with the supervisor.

Countersigned Signature of candidate

Signature of the supervisor

Director/principal of the institute

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DzKnowledge without application is a wastedz, so it is necessary to provide the
practical knowledge along with the theoretical knowledge. It is very easy to
study fundamental of performance appraisal.
A person has to face a lot of problems when he goes through the actual
atmosphere of business, no doubts class room study is an important part of
knowledge of business environment, but practical exposure provide some
extra knowledge about the theoretical concepts. As time passes people
become experienced and skilled which is not so with the other resources that
generally depreciate as the time passes by. It is a matter of common
knowledge that every business organization for its effective functioning
depends not so much on its material or financial resource, which is able to
produce an output greater than its input. It is the human resource & its
performance on which all other resources are dependable.
The successful completion of this project was a unique experience for me

because getting in to some organization is itself a great opportunity for me as

achieved better practical knowledge about DzPERFORMANCE APPRAISALdz the

experience which I gained is very essential at this turning Point.

 01$23.

No big organization can long ignore the performance appraisals

needs of its employees without seriously inhibiting the performance.

So, it gives me great pleasure to submit this report on DzPerformance

appraisal, in   c
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During the preparation of this report, I have taken help from many

executives of   c
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I express my sincere gratitude to  c!"c#"$%" for providing me

an opportunity & Guidance for the project from time to time.

I thank to my parents due to whom I am able to reach at this level, lastly I

thank to all those who have helped me directly and indirectly in carrying

out this project work.c

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Performance appraisal is the process of obtaining, analyzing and recording

information about the relative worth of an employee. The focus of the
performance appraisal is measuring and improving the actual performance of
the employee and also the future potential of the employee. Its aim is to
measure what an employee does.

Performance appraisal is a systematic way of reviewing and assessing the

performance of an employee during a given period of time and planning for
his future.

Performance appraisal is necessary to measure the performance of the

employees and the organization to check the progress towards the desired
goals and aims.

The objective of this project work was to provide a broader outlook on

Performance Appraisal. The other objective of the study is to know the
purpose of performance appraisals.
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The study will be worth full for the industry to take some updated and

dedication and will make them competent within the existing dynamic

environment. The study will provide the industry clues about what the

employees expect or what modifications they want in the existing process of

performance appraisal measures in order to make the performance appraisal

programs more impact able on the employees. This will not only upgrade the

morale of employees but also will maintain the faith of the workers in the

organizations policies. This will make the employees to work with more

confidence.

This study is also helpful in knowing the Comparative analysis of Manatec

Electronics Ltd.

According to MANATEC Electronics Ltd. HRM is committed to using innovative

ideas and technology to provide the customer base skills, technology tools and
access to information they need to meet the goals and objectives. Therefore
the role of HR is of utmost importance.
Itǯs the focal point for technological change and improvement for the human
resources business process. HRM is responsible for the Personnel as well as
the other departments.

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The history of performance appraisal is quite brief. Its roots in the early 20th
century can be traced to Taylorǯs pioneering Time and Motion studies. In
almost every company, every worker is subjected to periodic appraisal of his
performance.

An effective performance appraisal system brings rationality in management.

If it want to maximize its effectiveness then the enterprise must have tool by
which it can discriminate between an effective manager and a not-so-effective
manager.

Today, appraisal is not something of a choice left to the wishes of the corporate
bosses. Nor it is a privilege to be enjoyed by few conglomerates. Today it is a
must for every organization for its survival and growth. It is a formal exercise
in which an organization makes an evaluation of its employees, in terms of
contributions made towards achieving organizational objectives and/or their
personal strengths and weaknesses, and it terms of attributes and behaviors
demonstrated for meeting whatever objective the originators may consider
relevant.

Performance appraisal systems are widely used today. None is perhaps

perfect. Many advocate their discontinuance. More rational ones plead for
their improvement through continuous dialogue with line managers. However
some appraisal system fails, efforts to improve them notwithstanding. There
are several reasons for such a failure.


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DzPerformance appraisal is a systematic assessment of an employee in

terms of the performance, aptitude and other qualities which are
necessary for successfully carrying out the job.dz

DzPerformance appraisal is a regular review of employee performance

with in the organization.dz

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The appraisal must be based on observed performance and behavior

on the job, which requires specific facts to be recorded before arriving
at qualitative appraisal of individuals.

The new system pre-supposes the practice of goal and target setting as
a part of Corporate/Divisional/Units plans.

Attention is also focused on the potential & development of each
 individual.

Where applicable, staff will be appraised by two Assessors. The
Assessee must have the opportunity to discuss his/her performance
with the Assessor at a formal appraisal interview.
The new Appraisal Form casts a serious responsibility on the part of the
Assessor for achieving objectivity, which alone can ensure the success of the
Whole Appraisal System.
Appraisal must not discriminate against anyone on the grounds of age, gender,
sexual orientation, race, religion, disability etc.



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Appraisals! The times when employees look forward to a raise and a
promotion and the bosses, may be, not quiet so. Most feel that for bosses, this
is the time to remind you again for all the times you failed to deliver!
On a more serious note, appraisals by and large mean reviewing your past
performance (achievements) and providing you feedback for improvements.
So, if there's been little or no performance, there'll be little or no appraisal in
your salary and position.
Appraisal cycles vary from organization to organization. Most have six-
monthly or annual reviews. Some also follow the process of a project-end
review along with the usual organization review cycle of six months or a year.
However, the important thing that some of us might discount is that appraisals
are as much about your future performance as they are about your past
performance.
It is a powerful tool to calibrate, refine and reward the performance of the
employee. It helps to analyze his achievements and evaluate his contribution
towards the achievements of the overall organizational goals.
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HR department of MANATEC Electronic Ltd has to decide upon the content

to be appraised before the programme is approved. Generally, the content to

be appraised is determined on the basis of Job analysis. The content to be

appraised may vary with the purpose of appraisal and type and level or

employees.

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There are various factor used for Appraisal in MANATEC Electronics LtdȂ

1) Ability to plan, delegate, control and coordinate.

2) Knowledge of the job.

3) Clarity about objectives.

4) Ability to take decisions.

†) Power of expression, written and verbal.

6) Cooperation.

7) Manner and general bearing.

8) Initiative.

9) Communication skill.

10) Attitude to work

11) Loyalty

12) Sociability

However the content to be appraised varies from higher-level

employees to these of junior cadre employees. Such as work force

assistants. There are various factors to be appraised in junior cadre

employees.

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1) Knowledge of work.

2) Ability to learn.

3) Initiative

4) Personality

†) Hygiene

6) Attendance
7) Ability to communicate

8) Loyalty.

Appraiser is the person who has through knowledge about the job

content. In MANTEC Electronics Ltd, Appraisal is mainly done by Ȃ

HOD

The immediate senior

Employees appraise their own performance. (Self appraisal)

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First of all performance standard is established and the employees are

rated on the basis of established standard.

The appraisal for is being rated by employees him/ her-self, and by the

immediate Superior and lastly by the HOD.

Various Scales are being used to rate the employees, Such as: -

a) Quality of work.

b) Interpersonal relation.

c) Confident.

d) Tidiness etc.

On the basis of this rate scales employees are either promoted or given any

increment etc or even dismiss.

The systematic appraisal is conducted on regular basis Ȃ that is annually

here-

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Following rating process used to rate the employees

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Outstanding (46-†0)

Very Good (36-4†)

Good (2†-3†)

Average (20-2†)

Below Average (19 or less)

The potential of the employees is also appraised in this way:-

1. Do he/ she have potential to assume?

2. Details of training undergone during the year.

3. Indicate your training needs.

4. Special remarks if any.


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As it is clear from the topic that the project is concerned with the evaluation &
analysis of the performance & appraisal system being followed on the
employees of MANATEC. As how they are rewarded and praised for their
performance. It is concerned with each & every department of MANATEC,
which is directly or indirectly related with personnel.

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To give feedback on performance to employees.

To identify employee training needs.

To make document criteriaǯs used to allocate organizational rewards.

To form a basis for personnel decisions-salary (merit) increases,
promotions, disciplinary actions etc.

To provide the opportunity for organizational diagnosis and
development.

To facilitate communication between employee and administrator.

To validate selection techniques and human resource policies to meet
federal Equal Employment Opportunity requirements.

For developing and directing high-level projects and programs that have
major impact and to motivate the employees to take part in such
projects.

For establishing discipline guidelines and providing advice to
 department to check employeeǯs performance.

Providing budgetary, financial and facilities management for
performance appraisal of the employees.

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ollowing are the essentials of a good appraisal system:

It must be easily understandable and should not be too complex or
consuming.

It must have the support of all line people who administer it and a
similar goodwill & understanding between the rater and the rates.

The system should fit the organizationǯs operations and structure, where
the operations are interdependent and interlinked.

The system should be both valid reliable so that consistency & indicative
degree with the rating are made.

The system should have built Ȃ incentive, that is, a reward should follow
satisfactory performance.

The system should be periodically evaluated to be sure that it is
continuing to meet its goals, it should not be rigid by its nature.
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Thec department with its deep concern for its employees aims to have a

better understanding of people, generating awareness among them of their

roles as a resource of the organization for the attainment of its goals and

objectives. With a challenge of developing a highly skilled and flexible

workforce, through continuous Performance appraisal, it seems that HR has

become an integral and indispensable part of any organization and its

presence is very much required for achievements of its organization goals and

its success.c

The study examined the following hypothesis:

1. The Corporation's performance appraisal, when used properly, has not met

the criteria of a developmental performance appraisal.

2. The use of an employee performance appraisal for developmental purposes

has not served to make the employees more effective, as compared to a

performance appraisal that has not attempted to develop employees.

The study will attempt to prove the first hypothesis by comparing the

criteria used by the Corporation for performance appraisal as compares with

performance appraisal being used for developmental purposes. As a means of

verifying the hypothesis, the purposes for a developmental performance

appraisal were compared to the purposes of The Corporation's performance

appraisal.

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1. %.c"%: - Limited time available was not enough to convince the

people

2. 1"s: - People have not exact and appropriate knowledge about this.

3.cc%-."%: - Their might be wrong information provide in the

Questionnaire.

4. cc7 2"2c2""Cc Data collected is secondary which is not afresh and

updated.
 c "$cCccThe DzHalo Effectdz is a tendency to let the assessment of

an individual one trait influence the evaluation of that person on

other specific traits.

The DzHalo Effectdz refers to the tendency to rate an individual consistently high

or low or average on the various traits, depending upon whether the rate is

overall impression of the individual is favorable or not. This means that the

halo effect allows one characteristics, observation or occurrence (either good

or bad) to influence the rating of all performance factor.

This effect arises when traits are unfamiliar, ill-defined and involve personal

relations.

c %;cc"cCc Every evaluation has his own value

system, which acts as a standard against which he makes his

appraisals. Relative to the true or actual performance an individual

exhibits some supervisors have a tendency to be liberal in then

ratings i.e. they consistently assign Dzhigh valuedz the their employees,

while at other times they may have a tendency to assign consistently

Dzlow ratingsdz. The former tendency is known as DzPositive leniency

errordz, while the later as Dznegative leniency errorsdz.

)c "$c2;c
6$.Cc It assigns Dzaverage ratingsdz to all the

employees with a view to avoiding commitment or involvement, or

when the rater is in doubt or has inadequate information or lack of

knowledge about the behavior of employee or when he has not much

time at his disposal. Such tendency seriously distorts the evaluations

making them most useless for promotion, salary or counseling

purposes.

,c %.%$"%;cCc This type of error occurs when the evaluator

rates other people in the same way he perceives himself. For

example, the evaluation that perceives himself as aggressive many

evaluate others by looking for aggressiveness. Those who show this

characteristic may be benefited while others may suffer. This error

also washes out if the same evaluator appraises all the people in the

organization.

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cCc Chapter one is introduction i.e., significance of the problem,

review of existing literature, conceptualization, Operationalization of the

concept, focus of the study, objectives, hypothesis, limitation, notes.


cC Chapter two is explain the research methodology which

includes universe and survey population, profile of the organization, research

design, sample size and techniques, analysis pattern, data collection(primary

& secondary),identified independent & dependent variables and content

analysis.


cCc Chapter three explains the objectives wise analysis


c5CccChapter fourth is all about macro analysis.


c5Cccc Chapter fifth is summary of major observation &

recommendations


c5CccChapter sixth includes questionnaires/schedule, raw analysis

& tables and

Bibliography.
ccccccccccccccccccccccccccccccccc=->c

Einstein, W. O., & LeMere-Labonte, J. 1989. Performance appraisal:

dilemma or desire? ÷
c c  


c   A, (2): 26-30.

Monga, M. L. 1983.   


cc
c   Bombay:

Himalaya Publishing House.

Oberg, W. 1972. Make performance appraisal relevant.   c c

cJanuary-February 1972: 61-67.

Patten, T. H., Jr. 1982. c  c c

c
c  

London: Free Press.

Rao, T. V. 198†. 
c  cc c 

 New Delhi:

Vikas Publishing House.

Craig, S. E., Beatty, R. W., & Baird, L. S. 1986. Creating a performance

management system.   c c 


c   April: 38-42;

May: 74-79.

c
   c


&c
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Research Methodology is a way to systematically solve the problem. It may be
understand as a science of studying research problem. In it, we study the
various steps that are generally adapted by a researcher in studying his
research problem along with the logic behind them. It is a carefully
investigation or inquiry especially through search for new facts in any branch
of knowledge.
My purpose for research is to know about the organizational climate and its
policies regarding DzPERFORMANCE APPRAISALdz of the employees, being done
within the company. There is a Performa already been made by the HR
MANAGER for this purpose, to know about the performance of the employees
department wise, even then a Questionnaire is made & distributed to the
HODs of all the departments and the data is collected through survey?

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   was the first company in Asia to manufacture Automobile Service
Station Equipments. Having sensed the huge potential and requirement in the
field of servicing automobile. MANATEC established a R&D Carry out Research
on the key products, like computerized Wheel Alignment Systems,
Computerized Wheel Balancers, and Pollution Checking Equipments etc.
In 20 years, the Company has established manufacturing set up to produce
high quality Garage Equipments. MANATEC has its Manufacturing facility at
Pondicherry, India, located 160 kilometers south of Chennai. MANATEC holds
40 percent market share in India. Products not manufactured or being
imported and distributed in the domestic market.
The Products of MANATEC has been approved by all leading Car
Manufacturers and Tyre Manufacturers - MARUTI, TATA MOTORS, HYUNDAI,
FORD, MAHINDRA & MAHINDRA, SKODA, EICHER, HINDUSTAN MOTORS,
APOLLO TYRES, J.K. TYRE, GOODYEAR, BRIDGESTONE, CEAT, HPCL, IOCL,
BPCL, IBP, RELIANCE, ESSAR, etc., shows the investor confidence in our quality
and service.
On becoming very successful in Indian Market, MANATEC has entered the
Export Market in the year 200†. Today MANATEC is exporting to more than 12
countries and aiming to export to more than †0 countries by 2010.
Today MANATEC is emerging as a truly global player in the automotive
aftermarket with clear vision and goals towards Total Customer Satisfaction.

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WHEEL ALIGENERS

WHEEL BALANCERS

TYRE CHANGER

AUTOMATIC TYRE INFLATOR

NITROGEN FILLING STATION

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FOUR GAS ANALYSER

DIESEL SMOKE METER
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TWO POST LIFT (ELECTRO MECHANICAL)

TWO POST LIFT (ELECTRO HYDRALUIC)

FULL RISE SCISSOR LIFT

LOW RISE SCISSOR LIFT

WHEEL ALIGENMENT SCISSOR LIFT

FOUR POST LIFT
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PAINT SPRAY BOOTH

WELDING MACHINE

PLASMA CUTTER
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HEAD LAMP ALIGENR

A/C RECYCLING EQUIPMENTS

AIR COMPRESSOR

VEHICLE WASHER
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Our dedicated Customer Support Department works scientifically with

constant interaction with customers even after the warranty periods,
acquiring feedbacks, generating Management Information System, which
enables us to achieve customer delight.
Very clear service policies are devised to ensure Uninterrupted Support.

c 5 c&&

Strategic Services Network - all over India, service engineers are placed
in †0 locations to cater to the needs of valuable customers.

All the service engineers are provided with mobile phone for easy and
instant access.

Experienced Senior Managers at Zonal Offices to support the field
engineers for providing effective services to our clients.

System of regular analysis of field problems and interaction with R&D
and Production departments.

Toll Free Customer help line
at corporate office.
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Necessary advises with technical drawings are provided to the
customers for the preparation of site, before the installation of
equipment.
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After preparation of the site, the equipments are installed,
checked and calibrated with the relevant vehicles data stored in the
system's memory, for the ease of customers to use the equipment for
various vehicles in the market.
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Necessary training is provided to the technicians and users of the
equipment properly, safely and in commercially viable manner.
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1 year warranty support is provided to the customer from the date
of Installation & Commissioning of the equipment, on site. The warranty
covers, the breakdown services and replacement of spares, which fail
due to any manufacturing defect.
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Annual Maintenance Contract

o On expiry of warranty period, the customer is offered continued
support by way of Annual Maintenance Contract for a very nominal
charge. This covers the breakdown services and periodical preventive
maintenance for a period of one year from the date of entering into the
Maintenance Contract.

On Per call Basis

o For the customer, whose equipments, have crossed the warranty
period and not entered into AMC, the company still provides support on
Per call basis. As and when required by the customer, the services are
provided by charging for the services for each service call.

Spares at door steps

o All Service Engineers carry a kit stock individually. Further Zonal
Spares stock is maintained at Zonal offices for immediate replacement.
All other major spares are stocked at the Head Office which would be
made available to the customer in less than 48 hours.
 #  c
MANATEC has received many awards, recognitions & accreditations. Team
Work is the core factor that makes this organization an emerging leader in all
fronts.
The awards, recognitions, associations & accreditations are self-explanatory.
The company believes in "success by motivation" and these awards are the
stepping stones for our ultimate objective.

Star Performer Regional Award for Export Excellence from EEPC,

for the year 200† Ȃ 06

Best R&D Efforts Award National Award for Best Entrepreneur

from Prof. Murali Manohar Joshi, and Quality Product in SSI sector for the
for the year 1998-1999 1993
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  ccompleted 1;c;" of dedicated service and a 20th

Anniversary Function held at Pondicherry
on 0† - 0†- 2007 with All Employees and Family Members.

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New Manufacturing facility - All under New Training Centre planned in
One roof - planned in Karikalampakkam -1† Karikalampakkam
Kms from Pondicherry. c
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Product Automotive Parts & Equipments
Category :
Address : No. 1 / 127 Anna Salai, Palavakkam,
Chennai - 600041,
Tamil Nadu
Tel. No. : 91-44-492†307

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Product Automotive Parts & Equipments, Safety Products
Category :
Address : No 9 Park Street, Kattor,,
Coimbatore - 641009,
Tamil Nadu
Tel. No. : 91-422-6†48728

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Product Automotive Parts & Equipments
Category :
Address : Village Rajgarh, G T Road, Doraha ,,
Punjab - 141421,
Punjab
Tel. No. : 91-1628-2†9799

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Product Automotive Parts & Equipments, Steering And
Category : Suspension System
Address : E-104-10†, Focal Point,
Ludhiana - 141010,
Punjab
Tel. No. : 91-161-2670016
   c &c
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The nature of the study descriptive, so it is DzDescriptive Researchdz that
studies the performances and opinions of individuals and their
behavior pattern at work place. It describes the human ability & work
efficiency of the employees.
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The sampling design is basically the selection of any small unit from the
whole available universe. So Area of study The universe of study is the
Employee Associates, Supervisors, Line managers, Trainee engineers
and Jr. managers, Executives & HODs of various departments of
MANTEC.

SAMPLE TAKEN
Sample taken for research is the Skill Matrix being filled by the
HODs of all the departments.
The Performance Appraisal Performance Performa being filled by
the HODs of all the departments.
>c   c

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It is the process of collecting data from various sources within as well as
outside the company.
The data can be collected in two sources:

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i. By Personal visits
ii. Through Questionnaire
iii. Through Schedules


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i. Performance Calendar made by HR Department
ii. Annual Journal & Reports
iii. Magazines
iv. Websites

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MANATEC is investing 3.0% of its turnover in Research & Development every

year. The R&D Centre has all required facilities, both Electronics & Mechanical,
to design & develop high quality Garage Equipments. There are highly
qualified and experienced Engineers, Hardware & Software Specialists in the
R&D Centre. MANATEC also out sources specialty services to support the
design activities wherever necessary.
The softwareǯs of Wheel Aligner and Wheel Balancer have been copy right
protected. Some of the special models of Wheel Aligner have been patented.
From 1992 onwards, extensive Research has been done in Wheel Aligners and
   has employed various measuring sensors and employed special
mathematical techniques to bring out many different Computerized Wheel
Alignment Systems to meet the customer requirements. Besides LCVs
   has developed Wheel Alignment Systems suitable for heavy duty
trucks and buses. The Research is continuing to develop a world class 3D
Wheel Aligner and also a Touch less Wheel Aligner with our own exclusive and
different technology.
   has also developed Pollution Checking Equipments, namely Diesel
Smoke Meters and Four Gas Analyzers. The Diesel Smoke Meter is 100%
indigenously designed and developed by the R&D Department. The Four Gas
Analyzers employs Gas Bench developed by our European Supplier.
The lightest PUC equipments weighing 6-7.† kgs have been developed by the
  cR&D Centre has received very good reception in the Market.
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All the products designed and developed in our R&D Centre are ensured
confirming to International Standards. The major products like Wheel Aligner,
Wheel Balancer, and Tyre Changer & Two post Lift comply with CE
requirements.


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A companyǯs work environment, employees work satisfaction and the
percentage of production are very much dependent upon the effectiveness of
the HRM/PERSONNEL department. As the term itself explains a lot, HRM
means Human Resource Management, i.e. managing the employees in an
establishment in such a manner that they may have a feeling of attachment
towards the establishment and may give 100% production in their jobs.

Man is a bundle of emotions and intelligence. Sometimes these emotions and

intelligence create eluvia of problems for the man either at his home and
personal life or at his workstation and professional life. Being a part of an
organization, it is importance for the employee to follow rules and regulations
of the company and solve his problems. This is where the HRM department
works as a bridge between the employees and the management as it is said,

MANATEC is one of those companies who believe in taking its employees

together towards a brighter tomorrow. This is one of the reasons that it keeps
on praising its employees regularly.

MANATEC is a family of ††0 members and therefore, it is all the more very
important for the HRM department to keep all its employees together and
satisfied within the rules and regulations, and various acts as well as to utilize
their maximum output.
A companyǯs 100% production is only possible if the work place is under strict
discipline. In MANATEC maintaining of discipline is really very important.
Employees are supposed to report to their workstation at 9:00 a.m. and those
coming late are penalized. Every employee is provided with a card, which he is
supposed to punch every morning while reporting at his workstation. To
maintain discipline, uniformity and to give the employees an feeling of
belongingness towards the company every employee, including the
management is given a uniform that he is suppose to wear every day. Failing to
do so, the employee is penalized and his one-day salary is deducted & the
company rewards good performance, punctuality, discipline & work efficiency
of the employees.

Healthier the employees, healthier the organization. MANATEC believes in

this thought and thus has a provision a Health Card for every employee in
collaboration with a reputed hospital of India, Apollo Hospitals. Apart from
this a medical room facility is provided within the plant area itself for assisting
any kind of injury that an employee may sustain during his work. The HRM
department in MANATEC has taken care of these factors and is maintaining a
balance in catering the needs of the employees and the employees.

The activities of HRM department are wide spread. From recruitment to

compensation strategy, from leaves assessment to bonus payment, the HRM
has wide ranged job to cover. In this project we will be going through the
PERFORMANCE APPRAISAL process of MANATEC, the EMPLOYEE OF THE
MONTH SCHEME and the EMPLOYEE OF THE YEAR SCHEME and other
importance Labor laws applicable in MANATEC.
ccccccccccccccccccccccccccc"!c%3
Ac"!c2%3cis an arrangement for the analysis and the collection of

data in a manner that combine relevance to the research purpose with

economy in procedure.

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The design of this research is 2% %8cin nature because it is describing

the characteristics of a particular individual, or of a group.

In this study some facts are taken in to consideration which belongs to

MANATEC Electronics Ltd..

The descriptive design of the study obtains the information regarding full
organization. The facts, characteristics, nature of the MANATEC Electronics

Ltd. are taken in to consideration with the help of primary and secondary data.

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It refers to the no. of employees selected from the universe to the sample

which is a proper representation of the universe the manner of selecting the

sample.

This research involves 100 employees of MANATEC ELECTRONICS Ltd. and

this study is completed through Questionnaire which was distributed to the

employees of MANATEC Electronics Ltd.

For the purpose of conducting the survey a questionnaire was prepared and a

simple random sampling technique was used to select the respondent

covering the entire four departments

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There are two methods of collecting data. They are primary method and

secondary method.

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Questionnaire

Interview

Observation

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If one variable is does not depend upon another variable, it is termed as

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Cumulative consideration of factors (that may be subjective or objective) to

determine a representative indicator or appraisal of an individual or entity's

activity, or performance in reference to some subjective (or standard) over

some period of time. Factors to consider may include degree of goal

attainment, how items are measured, and what standards are to be applied.

Various charts, graphs & bar diagrams will be used to show the different

patterns of competencies of employees and the study will be of qualitative

aspect.
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B7c cFor performance appraisal some factors required to be discussed,
because these factors will affect the performance of the employee as well as
the other people working in an organization. So how these factors will affect
their performance?c
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(i) Relationship with superiors, peers, subordinates etc.

(ii) Environment factors.
(iii) Organizational factors.
(iv) Personal/Individual factors.

Strongly Disagree Agree Strongly Agree Disagree

4 2† 13 8

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Almost employees are agreed with the statement that factors like: interpersonal
relations, environment & organizational factors matters a lot and have a great
impact on performance.
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B7c cDo the personal abilities affect the performance of an employee while
working in an organization?cc
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(i) Winning Capability

(ii) Ability control
(iii) Efforts
(iv) Decision Making

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Strongly Disagree Agree Strongly Agree Disagree

3 19 21 7
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Personal abilities are considered as an important aspect during the evolution

of the performance of any employee as it affects the performance and most of
the employees are agreed with this statement.
B7c). In an organization the motivational factor matters a lot for improving
the performance of the employees and top management has to consider this
factor seriously and should invest a reasonable time on this factor
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Strongly Disagree Agree Strongly Agree Disagree

6 28 11 †
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It plays an important role in improving the performance of an employee as it

has a positive impact on the performance to get more rewards and top
management is considering this factor seriously in this organization & most of
respondents are agreed with this statement.

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B7c, cPerformance appraisal is well planned and given adequate
importance in the organization to improve the performance and output of the
employees.
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In the organization performance appraisal is given adequate importance and it

is well planned and almost 80% employees are agreed with this statement.
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B7cA. Do you know the about the MANATEC?

(A) Yes ( ) (B) No ( )

Respondents Response
Yes 30
No 20

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In this question Respondent have given a massive response in the favor of

company, it comes 60% knows about the company while only 40% donǯt
knows about the company.
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B7c+ ccAre you satisfied by the services provided by the company?

(A) Fully Satisfied ( ) (B) Partial Satisfied ( )

(c) Not Satisfied ( )

Respondents Response
Fully Satisfied 28
Partial Satisfied 14

Not Satisfied 8

V


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According to this 38 Respondent are fully satisfied, 14 respondents are partial

satisfied and other are not satisfied by the services provided by the company.
B7c*. In which field companyǯs R & D Department should take more
concern?

(A) Computerized Equipments ( ) (B) Quality of Products ( )

(C) Expansion in Product ( ) (D) Others ( )
Category

c
Respondents Response
Computerized 2†
Equipments
Quality of Products 20
Expansion in product †
Category

V


25

20

25 Computerized
Equipments
20
Quality of Products
15 5
Expansion in product
10
Category
5

More concern in two sides one computerized products and another is to

improve the quality of the products only few wants expansion in product
category.
 B7cL. Organization has a clear, unambiguous and transparent process of
performance appraisal.c
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Respondents Response
Strongly Disagree 12
Agree 10
Strongly Agree 1†
Disagree 13

V


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The appraisal process followed in this organization is transparent, clear &

unambiguous, and most of employees are satisfied with this statement.
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B7c. Top management is willing to invest a considerable part of its time,
money and other resources to ensure the development of employees.

Respondents Response
Strongly Disagree 4
Agree 2†
Strongly Agree 14
Disagree 7

V


 
÷
   



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Top managementǯs contribution regarding the improvement of skills &

development of employees is very good in this organization and most are
employees are satisfied with their involvement.
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B7 ccMembers in the organization have a high sense of responsibility and
accountability towards organization.cc
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Respondents Response
Strongly Disagree 3
Agree 22
Strongly Agree 1†
Disagree 10

V


÷





÷
 





In this organization members have a high sense of responsibility and

accountability and most of the total employees are satisfied with this
statement.
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B7 ccPerformance Appraisal system is periodically evaluated and
improved in this organization.
c
Respondents Response
Strongly Disagree 6
Agree 20
Strongly Agree 12
Disagree 12
c
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V




 







 



 
 
  
c

According to the employees the periodically evaluation and improvement of

the appraisal system is not so good, it must be improved in coming days
according to the needs of employees.

c
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B7 ccIn most cases there should be a counseling session at the end of the
performance appraisal, which helps in the development of members.
c
Respondents Response
Strongly Disagree 7
Agree 17
Strongly Agree 13
Disagree 3
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In most cases there is a counseling session at the end of the performance

Appraisal which helps in the development of members and all are in favor of
this.

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Performance appraisal system can serve the following purposes :-

To enable each employee to understand his role better and become
more effective on the job.

To understand his own strength and weakness with respect to his role in
the organization.

To identify the developmental needs of each employee.

To improve relationship between the superior and the subordinate
through the realization that each is dependent on the other for good
performance and success.

To serve as mechanisms for improving communication between the
superior and his subordinates.

To provide an opportunity to the employee to the for introspection, self
evaluation and goal setting so that he remains on the path of
development.

To prepare employees for higher job by continuously reinforcing
development of behavior and qualities for these higher level positions.

To be an instrument for creating a positive and healthy climate in the
organization that moves people to give their best and enjoy doing so.

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It is sometimes fashionable in the Ǯmodern ageǯ to dismiss traditional process
such as Performance appraisals as being irrelevant or unhelpful for the people
who canǯt conduct them very well. Appraisals Ȃ in whatever form, and there
are various have been a mainstay of management for decades, for good
reasons.
Think about everything that Performance appraisals can achieve and
contribute to when they are property managed, for example:

Performance measurement Ȃ transparent, short, medium and long term.

Clarifying, defining, redefining priorities and objectives.

Motivation through agreeing helpful aims and targets.

Motivation though achievement and feedback

Training needs and learning desires Ȃ assessment and agreement.

Identification of personal strengths and direction Ȃ including unused
hidden strengths.

Career and succession planning Ȃ personal and organizational

Team roles clarification and team building

Organizational training needs assessment and analysis

Appraise and manager mutual awareness, understanding and relationship

Resolving confusions and misunderstandings

Reinforcing and cascading organizational philosophies, values, aims,
strategies, priorities etc

Delegation, additional responsibilities, employee growth and
development

Counseling and feedback.
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Character traits, skills and knowledge, which are used in the performance. It is
always present and will not vary widely over short periods of time.

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The amount of manual or mental energy that a person is prepared to expend
on a job to reach a certain level of performance. Can vary according to
incentive and motivation.

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Many people who are not motivated keep their performance to an acceptable
level by expending only 20-30% of their ability Managers who know how to
motivate their employees can achieve 80-90% ability levels.
And consequently higher levels of performance. There are other more detailed
notes on motivation elsewhere, but remember Maslowǯs Motivational theory:

Basic needs Ȃ food clothing

Safety needs Ȃ security, avoidance of risk/harm

Social needs Ȃ friendship, acceptance, group

Esteem needs Ȃ responsibility, recognition

Self realization Ȃ independence, creativity

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Basically, people expect to be treated equally, within the company and as
others are in similar companies: they expect to get a certain reward for a
certain efforts: and they expect to get promoted if they undergo training. All
these factors are inter-related and affect the amount of effort people are
prepared to put in.

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The direction in which the person wishes to channel his or her effort and
ability. It varies according to such factors as

Whether or not the job is seen to be important or of value
o In itself,
o To the organization
o To workmates,
o To the individual

Whether or not there is an end in sight
o Is what I do simply lose in the larger organization?
o Can I see it as a finished entity in its own right, no matter how
small? Standards & job descriptions must be known and
understood.

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Those factors over which an individual has no control. E.g.: The job may have
been completed under severe time constraints, with a lack of adequate
resources, or by using obsolete equipment; There may have been conflicting
priorities or information overload, such that the individual was confused and
under stress; other staff and departments may have been less than
cooperative; Cannot be used as excuses for poor performance, but they have a
modifying effect.

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maintaining high standards

Quality at all time

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i) Knowledge of work Ȃ understanding of job.
ii) Quality of work Ȃ volume regardless of time & sacrifice.
iii) Leadership Ȃ ability to lead, direct, manage, organize & achieve
independently.
iv) Communication Ȃ ability to communicate effectively to bring mutual
understanding.

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i) Time keeping Ȃ punctuality of arrival, getting work done in time and
be in time for jobs.
ii) Obedience Ȃ willingness to carry out legitimate instruction without
resistance & objections.

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The first step in the process of performance appraisal is the setting up of the
standards which will be used to as the base to compare the actual
performance of the employees. This step requires setting the criteria to judge
the performance of the employees as successful or unsuccessful and the
degrees of their contribution to the organizational goals and objectives. The
standards set should be clear, easily understandable and in measurable terms.
In case the performance of the employee cannot be measured, great care
should be taken to describe the standards.


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Once set, it is the responsibility of the management to communicate the
standards to all the employees of the organization.
The employees should be informed and the standards should be clearly
explained to the. This will help them to understand their roles and to know
what exactly is expected from them. The standards should also be
communicated to the appraisers or the evaluators and if required, the
standards can also be modified at this stage itself according to the relevant
feedback from the employees or the evaluators.

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The most difficult part of the Performance appraisal process is measuring the
actual performance of the employees that is the work done by the employees
during the specified period of time. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires the
careful selection of the appropriate techniques of measurement, taking care
that personal bias does not affect the outcome of the process and providing
assistance rather than interfering in an employees work.c


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The actual performance is compared with the desired or the standard

performance. The comparison tells the deviations in the performance of the
employees from the standards set. The result can show the actual
performance being more than the desired performance or, the actual
performance being less than the desired performance depicting a negative
deviation in the organizational performance. It includes recalling, evaluating
and analysis of data related to the employeesǯ performance.

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The result of the appraisal is communicated and discussed with the

employees on one-to-one basis. The focus of this discussion is on
communication and listening. The results, the problems and the possible
solutions are discussed with the aim of problem solving and reaching
consensus. The feedback should be given with a positive attitude as this can
have an effect on the employeesǯ future performance. The purpose of the
meeting should be to solve the problems faced and motivate the employees to
perform better.

 
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The last step of the process is to take decisions which can be taken either to
improve the performance of the employees, take the required corrective
actions, or the related HR decisions like rewards, promotions, demotions,
transfers etc.

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This traditional form of appraisal, also known as DzFree Form methoddz

involves a description of the performance of an employee by his
superior. The description is an evaluation of the performance of any
individual based on the facts and often includes examples and evidences
to support the information. A major drawback of the method is the
 inseparability of the bias of the evaluator.

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This is one of the oldest and simplest techniques of performance

appraisal. In this method, the appraiser ranks the employees from the
best to the poorest on the basis of their overall performance. It is quite
useful for a comparative evaluation.

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A better technique of comparison than the straight ranking method, this

method compares each employee with all others in the group, one at a
time. After all the comparisons on the basis of the overall comparisons, the
employees are given the final rankings.

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In this method of Performance appraisal, the evaluator rates the employee

on the basis of critical events and how the employee behaved during those
incidents. It includes both negative and positive points. The drawback of
this method is that the supervisor has to note down the critical incidents
and the employee behaviour as and when they occur.

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In this method, a senior member of the HR department or a training officer

discusses and interviews the supervisors to evaluate and rate their
respective subordinates. A major drawback of this method is that it is a
very time consuming method. But this method helps to reduce the
 superiorsǯ personal bias.
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The rater is given a checklist of the descriptions of the behaviour of the

employees on job. The checklist contains a list of statements on the basis of
which the rater describes the on the job performance of the employees.

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In this method, an employeeǯs quality and quantity of work is assessed in a

graphic scale indicating different degrees of a particular trait. The factors
taken into consideration include both the personal characteristics and
characteristics related to the on-the-job performance of the employees. For
example a trait like Job Knowledge may be judged on the range of average,
above average, outstanding or unsatisfactory.

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To eliminate the element of bias from the raterǯs ratings, the evaluator is
asked to distribute the employees in some fixed categories of ratings like
on a normal distribution curve. The rater chooses the appropriate fit for
the categories on his own discretion.


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It is conducted to assess the employee potential. Psychological appraisal
consists of (a) Psychological tests, (b) consultations and discussions with the
employee, (c) in-depth interviews, (d) discussion with superiors, subordinates
& peers, and (e) reviews of other evaluation etc, to evaluate employeeǯs
intellectual abilities, emotional stability, sociability, reasoning and analytical
abilities and the abilities to foresee the future.

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It deals with cost of & contribution of resource organization. Cost of the
employee includes cost of manpower planning, recruitment, selection,
induction, placement training, development, wages and benefits etc.
Employeeǯs contribution is the money value of the employeeǯs service, which
can be measured by Labour productivity or value added by human resources.

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The concept of ǮManagement by Objectivesǯ (MBO) was first given by Peter
Drucker in 19†4. It can be defined as a process whereby the employees and
the superiors come together to identify common goals, the employees set
their goals to be achieved, the standards to be taken as the criteria for
measurement of their performance and contribution and deciding the course
of action to be followed.

The essence of MBO is participative goal setting, choosing course of actions

and decision making. An important part of the MBO is the measurement and
the comparison of the employeeǯs actual performance with the standards
set. Ideally, when employees themselves have been involved with the goal
setting and the choosing the course of action to be followed by them, they
are more likely to fulfill their responsibilities.

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Assessment centre refers to a method to objectively observe and assess the
people in action by experts or HR professionals with the help of various
assessment tools and instruments. Assessment centers simulate the
employeeǯs on-the-job environment and facilitate the assessment of their on-
the-job performance.

An assessment centre typically involves the use of methods like

social/informal events, tests and exercises, assignments being given to a
group of employees to assess their competencies and on-the-job behaviour
and potential to take higher responsibilities in the future. Generally,

employees are given an assignment similar to the job they would be expected
to perform if promoted. The trained evaluators observe and evaluate
employees as they perform the assigned jobs and are evaluated on job related
characteristics.

An assessment centre for Performance appraisal of an employee typically

includes:

Œc %"$<-."$c8cF An assessment centre has a group of

participants and also a few assessors which gives a chance to the
employees to socialize with a variety of people and also to share
information and know more about the organisation.

Œc -."%c %cF information sessions are also a part of the

assessment centres. They provide information to the employees about
the organisation, their roles and responsibilities, the activities and the
procedures etc.
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360 degree feedback, also known as 'multi-rater feedback', is the most
comprehensive appraisal where the feedback about the employeesǯ
performance comes from all the sources that come in contact with the
employee on his job.

360 degree respondents for an employee can be his/her peers, managers (i.e.
superior), subordinates, team members, customers, suppliers/ vendors -
anyone who comes into contact with the employee and can provide valuable
insights and information or feedback regarding the Dzon-the-jobdz performance
of the employee.c

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Self appraisal gives a chance to the employee to look at his/her strengths and
weaknesses, his achievements, and judge his own performance. Superiorǯs
appraisal forms the traditional part of the 360 degree appraisal where the
employeesǯ responsibilities and actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the

parameters like communication and motivating abilities, superiorǯs ability to
delegate the work, leadership qualities etc. Also known as internal customers,
the correct feedback given by peers can help to find employeesǯ abilities to
work in a team, co-operation and sensitivity towards others.

Self assessment is an indispensable part of 360 degree appraisals and

therefore 360 degree Performance appraisal have high employee involvement
and also have the strongest impact on behavior and performance. It provides
a "360-degree review" of the employeesǯ performance and is considered to be
one of the most credible performance appraisal methods.
360 degree appraisal is also a powerful developmental tool because when
conducted at regular intervals (say yearly) it helps to keep a track of the
changes othersǯ perceptions about the employees. A 360 degree appraisal is
generally found more suitable for the managers as it helps to assess their
leadership and managing styles. This technique is being effectively used
across the globe for performance appraisals. Some of the organizations
following it are Wipro, Infosys, and Reliance Industries etc.

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It is possible to aim at the following through )+ Degree: -

Œc Insights into the strong and weak areas of the candidates in terms of
effective performance of roles, activities, styles, traits, qualities,
competence (knowledge, attitude and skills) and impact on others.
Œc Identification of development needs and preparing development plans
more objectively in relation to current or future roles & performance
improvements for an individual or a group of individuals.
Œc Data generation to serve as a more objective basis for rewards and
other personnel decisions.
Œc Reinforcement of other change management efforts & organization
effectiveness directed interventions.
Œc Basis for performance linked pay or performance rewards.

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Œc Culture building
Œc Leadership development
Œc Potential Appraisal and Development
Œc Succession Planning and Development
Œc Team Building
Œc Planning Internal Customer satisfaction improvement measures
Œc Role clarity and increased accountability

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Œc Commercial Judgment
Œc Product/Technical Knowledge
Œc Time Management
Œc Communication Skills
Œc Delegation Skills
Œc IT/Equipment/Machinery Skills
Œc Creativity
Œc Problem Ȃ solving and decision Ȃ making
Œc Steadiness under pressure
Œc Adaptability, Flexibility and mobility
Œc Personal appearance and image

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360 Degree appraisal systems have certain advantages. These advantages are
not substitutes for those of traditional appraisals but to them-

Œc It is more objective than a one-person assessment of traits and qualities.

Œc It adds objectivity and supplements the traditional appraisal system.
Œc It provides normally more acceptable feedback to employee.
Œc It helps focus on internal customers satisfactions.
Œc It is a good tool for enhancing customer service and quality inputs and
service to internal customers.
Œc It provides scope for the candidate to get multiple inputs to improve his
role, performance, styles and ideas & enhances the acceptability of the
individual.
Œc It is more participative and enhances the quality of HR decisions.
Œc It has the potential of pointing out the supervisory biases in the
traditional appraisal systems.
Œc It can serve all the purposes served by the traditional appraisal system
like identifying the development needs, reward management,
performance development etc.

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One of the most important jobs of the HRM department is to keep

motivating the employees so that they may perform well. This way not only
the company is benefited, but also expanding their knowledge and improving
their performance benefit the employees. Keeping this in mind MANATEC has
come up with the EMPLOYEE OF THE MONTH scheme. The associate staff and
the executive staff of each department come under this system. Let us have a
quick look over the whole system and its working.

 ccCcAll the associate and executive staff fill up the KAIZEN Ȃ SUGGESTION
SHEET where the employees fill up the sheet giving at least two Kaizen and at
least two suggestions.

 ccCcThese employees go through LEVEL ONE analysis where their

monthly attendance and punctuality is checked, with 2 Kaizen and 2
suggestions if they fulfill the requirements, they will go to LEVEL TWO.

 c)cCcIn the level two employees are tested on various pareameters.

=">c c%7cCcHere it is checked whether the employee is

working in economically or not.
 =6>c "-;c%7cC Here it is seen whether the employee is
following all the safety measures that are to be taken while working in
the plant.
=>c . $%"c-c;.c"2c7%cC Here it is checked whether
an employee follows the procedure and the orders given by the
management and his superiors.
=2>c&"$c %67cC Here the general behavior of the employee with
his colleagues, juniors and seniors is rated.
 c,cCcNow the employees are short listed and the list is send to the head of
the departments, in the cases where more than one employee is short listed
from one department. Here the head decides which employee shall go for the
final list. The selection is done on the best of his behavior, value of his Kaizen
and suggestions, his working attitude, etc. the best is selected and the final
name is sent to the HRM department.

 cAcCcThe final list is taken out, and all the H.O.D.S sit together in a meeting
and decide the best employee of the month from the Associate and executive
staff. An appreciation letter is then given the employee.

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At the end of the year, BEST EMPLOYEE OF THE YEAR is selected from the
Month, throughout the year.

Thus every year MANATEC sees its employee coming out with fabulous
suggestions for improving the working conditions within their workstations
and the factory. This will help in praising their performance positively and
effectively so that they can give their maximum performance to get such good
awards.

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Œc The company maintains excellent relationships with its dealers and
distributors whom they treat as their partners.
Œc The company treats all its employees as the member of a same
family.
Œc Latest technology is used in all its departments.
Œc Its operations are spread all over in the world.
Œc MANATEC established a R&D Carry out Research on the key
products, like computerized Wheel Alignment Systems,
Computerized Wheel Balancers, and Pollution Checking Equipments
etc.
Œc It is being certified by the International Standards
Œc Manatec holds 40 percent market share in India.
Œc The Products of Manatec has been approved by all leading Car
Manufacturers and Tyre Manufacturers.
Œc Manatec is exporting to more than 12 countries and aiming to export
to more than †0 countries by 2010.

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Œc Companyǯs infrastructure is not as good as compare to its name &
fame.
Œc If infrastructure is not good of any org. then most probably it would
badly affect its Human resources & if H.R. is not feeling well in the
organization then it will not good for the companyǯs health.
Œc Though R & D is doing well for the organization but even then its
results are not so satisfactory.

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Œc Company has its operation in many countries so it can handle every
problem at the spot.
Œc Company have 40% market share in its hands and there are better
chance to capture more market share.
Œc Today itǯs the era of Computerization; Company can also make good
growth in this sector.

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Œc Its major threat is from it competitors.
Œc As there are many new companies coming up in near future so there
is a tough competition ahead.c
Œc Company have good market share but even then it has to do more
hard work to be ahead in future also to maintain the thing company
have to be more attentive in its way otherwise any body else will win
the race
Œc To make new researches company have to invest large amount of
money in these kind of operation which also a big thing to maintain.

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To conclude the topic of my project I would like to say the PERFORMANCE
APPRAISAL is an important aspects to be discussed and followed in every
organization, because neither any company would get success without
praising the performance of its employees, not it can survive in the market
without retaining its work force. So it is very essential part of an organization
to be considered for its survival. In MANATEC the performance appraisal
process is very effective, impressive and efficient to retain its employees as
well as to motivate & encouraging them to devote up to their level best.c

The policies of selecting the Best Employee of the month & employee of the
Year is the best one among all other policies that are followed in MANATEC.

So it was very good experience for me to learn so many new things in actual
working environment of an organization. From the findings of the study,
related issue to be resolved through prompt action in accordance of the
organizational goal, so as to minimize weakness and reinforce strength
observed during the process.

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Œc BT raining needs should be identified through appraisal.

Œc Proper training programs should be conducted for the up gradation of
knowledge of the employees, on regular basic.
Œc Every body should be given change to attend the training program as
soon as possible.
Œc There should be some motivational thoughts to be displayed specially in
the HR departmentǯs notice board.
Œc Top management should devote enough time to its employees to listen
their grievances & suggestions orally.
Œc All members should understand & accept their responsibilities as well
as their accountability by heart & not as a headache.
Œc Employee should be rewarded in as many possible ways without any
biasness.
Œc Regular seminars should be conducted for improving the
communications skills & on the other hand to motivate them to increase
their effectiveness and performance.
Œc Proper opportunities should be given to the executives to show their
creativity and implement their ideas.
Œc Certain modern techniques such as job rotation, job enrichment, quality
circle etc. should be used.
Œc Time office should be well maintained timely.
Œc The employees with full interest & cooperation should take suggestion
policy seriously.
Œc There should be a counseling at the end of the performance appraisal.
Œc Proper SWOTE and PESTE analysis of the executive should be done on
regular basis so that their strengths & weaknesses could be evaluated as
how effective & efficient they are? In their work.
Œc Future directions of the company must be clarified to the employees.
Œc Employees should be provided with the regular constructive feedback
concerning their performance during training and after completing
program.
Œc At last but not the least is that performance appraisal process should be
cost effective and convenient in other respects and should be an
expensive process for the organization.

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Œc Time is the real factor, which affects the project work to conduct
effective study.
Œc Employeeǯs need, expectations, performance and behavior vary from
one person to another. During study some employees show keen
interest in the topic and give their view and on the other hand some
employees doesnǯt show any interest & someone helped whole
heartedly in my study.
Œc All the employees and executives were found very busy in their working
hours.
Œc There are some members who were not interested in co-operating my
project.
Œc The control over questionnaire may be lost once it is sent, as there was
some politics being played inside the developments.
Œc There is also the possibility of ambiguous replies or omission of replies
to certain questions.
Œc The questionnaire method will be used only when respondents are
educated & cooperative.
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B7c cFor performance appraisal some factors required to be discussed,

because these factors will affect the performance of the employee as well as
the other people working in an organization. So how these factors will affect
their performance c

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Œc Relationship with superiors, peers, subordinates etc.

Œc Environment factors.
Œc Organizational factors.
Œc Personal/Individual factors.

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

B7c. Do the personal abilities affect the performance of an employee while

working in an organization?

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Œc Winning Capability
Œc Ability control
Œc Efforts
Œc Decision Making

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

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B7c). In an organization the motivational factor matters a lot for improving

the performance of the employees and top management has to consider this
factor seriously and should invest a reasonable time on this factor.

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

B7c,. Performance appraisal is well planned and given adequate

importance in the organization to improve the performance and output of the
employees.

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a) Yes ( ) b) No ( )

B7cA. Do you know the about the MANATEC?c

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a) Yes ( ) b) No ( )

B7c+ ccAre you satisfied by the services provided by the company?

c

a) Fully Satisfied ( ) b) Partial Satisfied ( )

c) Not Satisfied ( )
B7c* ccIn which field companyǯs R & D Department should take more
concern?
c

a) Computerized Equipments () b) Quality of Products ( )

c) Expansion in Product () d) Others Category ()

B7cL cOrganization has a clear, unambiguous and transparent process of

performance appraisal cc

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

c

B7c cTop management is willing to invest a considerable part of its time,

money and other resources to ensure the development of employees.

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

B7 cMembers in the organization have a high sense of responsibility and

accountability towards organization.cc

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

c
B7c cPerformance Appraisal system is periodically evaluated and
improved in this organization.cc

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

B7 In most cases there should be a counseling session at the end of the
performance appraisal, which helps in the development of members.cc

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

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By Annamalai University

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By C.R. Kothari

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By Symbosis Center for Distance
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Œc www.organizationexpert..com
Œc www.manatec.net
Œc http://appraisals.naukrihub.com/modern-method.html