A

Project Report on
PERFORMANCE APPRAISAL IN
MINDLINKS PVT. LTD.
Submitted by
R. NAGESHWAR RAO
Roll No.08C11E0020
Batch: 2008-2010

in partial fulfillment of the requirements for the award of the

Master of Business Administration, J.N.T. U., Hyderabad

Under the Guidance of

Mr. N. GURUVAIAH
Asst. Professor

Department of Management Studies

ANURAG ENGINEERING COLLEGE
Approved by AICTE, New Delhi, Affiliated to JNTU, Hyderabad
Ananthagiri (V), Kodad (M), Nalgonda (DT), A.P.

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 DECLARATION

I hereby declare that the project entitled PERFORMANCE APPRAISAL IN

MINDLINKS R&D & IT PVT. LTD. is an original and genuine work done by me and
submitted to Jawaharlal Nehru Technical University, Hyderabad for the partial
fulfillment of degree of Master of Business Administration.
I also state that this is a bonafide work done by me and has not been submitted to
any other university or institution for the award of any degree or diploma earlier.

Date :
Place: (R. NAGESHWAR RAO)
(Roll No. 08C11E0020)

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 ACKNOWLEDGEMENT

I wish to express my sincere thanks to the management Mindlinks R&D & IT

Pvt. Ltd. for giving me this opportunity to do the project entitled “performance
appraisal” in their esteemed organization.
I am indebted to Mr. Branch Manager, for sparing his valuable time and sharing
his vast experience in the successful completion of this project.
I thank Dr. Akash N Patwari, Principal of Anurag Engineering College, Kodad
for his constant encouragement in completing this work.
I am indebted to Mr. N. Guruvaiah, Head of Department, for his support, co-
operation, guidance and encouragement.
I am grateful to my guide Mr. N. Guruvaiah and also other faculty members in
the department for their support, co-operation, guidance and encouragement.
Last but not least, I would like to express my heartfelt thanks to my parents,
teachers and friends for their valuable support and encouragement throughout the course
of the project work and its proper outcome.

(R. NAGESHWAR RAO)

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 INTRODUCTION TO HRM

The concept of HRM emerged in the mid 1980’s against the

background of the works of famous writers on management, Pascale and
Athos (1981) and Peters and Waterman (1982), who produced lists of the
attributes that they claimed characterized successful companies.

Human Resource Management Issues:

Human Resource Management is not something that can be left to the

professionals (i.e. to the H R manager) To be effective; it must permeate the
whole organization, be owned by all managers and influence the attitudes
performance and motivation of all employees .it must operate in a number of
ways in the organization and must be felt in all places. Therefore, HRM is an
activity for strategic managers line managers and for HR professionals its
applications can be seen in a number of areas:

1. Planning Human Resources

2. Strategic Planning
3. Recruitment and Selection
4. Rewards Management
5. Training

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 According to Leo C. Megginson, the term human resources can be
thought of as, “the total knowledge, skills, creative abilities, talents and
aptitudes of an organization’s workforce, as well as the value, attitudes and
beliefs of the individuals involved.” The term Human Resource can also be
explained in the sense that it is resource like ay natural resource.

It does mean that the management can get use the skill, knowledge,
ability etc., through the development of skills, tapping and utilizing them
again and again. Thus, it is a long-term perspective where as personnel is a
short-term perspective. Human resources are also regarded as human factor,
human asset, human capital and the like.

The terms labor and manpower had been used widely denoting mostly
the physical abilities and capacities of employees. The term personnel had
been used widely in the recent past to denote persons employed in any
services. Thus, this term denotes the employees as a whole but it does not
clearly denote various components of human resources like skill, knowledge,
values etc.
Keith Sisson (1990) suggests that there are four main features
increasingly associated with HRM:

 Stress on the integration of personnel policies both with one another

and with business planning more generally.
 The focus of responsibility for personnel management no longer
resides with HR specialists.

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  Focus shifts from manager, trade union relations to management,
employee relations and from collectivism to individualism.
 Stress on commitment and the exercise of initiative, with managers
now donning the role of enabler, empower and facilitator.

The overall purpose of HRM is to ensure that the organization is able

to achieve objective through people. HRM has been defined as a strategic
and coherent approach to the management of an organization’s most valued
assets–the people working there who individually and collectively contribute
to the achievement of its goals.

HRM is modern term for what has traditionally been referred to as

personnel administration or personnel management. HRM is more relevant
in today’s context due to change management, competence, commitment,
congruence of objectives and motivation. HRM is facing some challenges
like vision penetration, internal environment, change in industrial relations,
building organizational capabilities, job design and organizational structure
and satisfaction of higher level needs etc. this is all about HRM evolution
and its functions, relevance and challenges.

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 PERFORMANCE APPRAISAL

Appraising the performance, at individuals, groups, organizations, is a

common practice of all societies. While in some instances these appraisal
processes are structured and formally sanctioned, in some instances they are
informal and integral part of daily life.

Performance appraisal is a method of evaluating the behavior of

employees in the work pot, normally including both quantitative and
qualitative aspects of job performance.

Performance refers to the degree of accomplishment of the tasks that

make up an individuals job it indicates how well an individuals fulfilling the
job demands performance is always measured in terms of results. When
properly conducted performance appraisals not only let the employee how
well he is performing but should also influence the employees future level of
effort, activities, results and task direction. Under performance appraisal we
evaluate not only the performance appraisal is the systematic description of
employee’s job relevant strengths and weaknesses. The basic purpose is to
find out how well the employee is performing the job and establish a plan of
improvement. Appraisal process is always systematic in the sense that it tries
to evaluate performances in the same manner using the same approach.
Appraisals are arranged periodically according to a definite plane.
Performance appraisal is a continuous process in every large scale
organization. Performance appraisal provides information about the

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performance ranks basing on which decisions regarding salary fixation,
confirmation, promotion, transfer and demotion are taken. It provides
feedback information about the level of achievement and behavior of
subordinate. This information helps to review the performance of the
subordinate, rectifying performance deficiencies and to set new standards of
work is necessary. It provides information, which helps to council the
subordinate. It provides the information to diagnose deficiency in employee
regarding skill, knowledge, determine training and developmental needs and
in disciplinary activities.

Performance Appraisal main purpose is mentioned in the following lines

 To create and maintain a satisfactory level of performance

 To contribute to the employees’ growth and development through
training, self and management development programs.
 To help superiors to have a proper understanding about their
subordinates.
 To facilitate fairs equitable compensation based on performance.

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 PROCESS OF PERFORMANCE APPRAISAL

The performance appraisal process follows a set pattern and consists

of following steps:

a) Establishing performance standards:-

The appraisal process beings with setting up of criteria to be used for

appraising the performance of employees. The criteria is specified with the
help of job analysis which reveals the contents of a job. This criteria should
be clear, objective and in writing. It should be discussed with the supervisors
to ensure that all he relevant factors have been included. Where the out put
can be measured the criteria is clean. If work performance cannot be
measured, the performance characteristics, which contributed to employee
performance, must be determined. These characteristics include work
quality, honesty and reliability, cooperation, team work, job knowledge,
initiative, leadership, safety consciousness, attendance, learning ability
adaptability, judgment, sense or responsibility, health ad physical condition,
etc. these standards should be indicated on the appraisal form. Appraisal
forms should be carefully designed and printed.

In addition who is to do the appraisal and how frequently appraisal is

to done should also be decided. In fact, performance standards will depend
upon the objectives of the appraisal i.e. to appraise actual performance on
the present job or to judge potential for higher jobs.

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 b) Communicating the standards:-

The performance standard specified in the firs step are communicate

and explained to the employees so that they come to know what is expected
of them. The standards should be conveyed to the evaluators. The reactions
of the employees to the standards should be obtained. If necessary the
standards should be obtained. If necessary the standards may be revised or
modified in the light of feedback obtained form the employees and the
evaluators.

c) Measuring performance:-

Once the performance standards are specified and accepted, the next
stage is the measurement of actual performance. This requires choosing the
right technique of measurement, identifying the internal and external factors
influencing performance and collecting information on results achieved.
Personal observations, written reports and face-to-face contacts are the
means of collecting data of performance. The performance of different
employees should be so measured that it is comparable. What is measured is
more important than how it is measured.

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 d) Comparing the actual with the standards:-

Actual performance is compared with the predetermined performance

standards. Such comparison will reveal the deviations, which may be
positive or negative. Positive deviations occur when actual performance
exceeds the standards. On the other hand, excess of standard performance
over the actual performance represents negative deviation.

e) Discussing the appraisal:-

The results of the appraisal are communicated to and discussed with

the employees. Along with the deviations the reasons behind them are also
analyzed and discussed. Such discussion will enable an employee to know
his weakness and strengths. Therefore, he will be motivated to improve
himself. The impression the subordinate receive about his performance has
an impact on his subsequent performance. The impact may be positive or
negative depending how the appraisal feedback is presented and discussed
with employee.

f) Taking corrective actions:-

Though mutual discussions with employees steps required to improve

performance are identified and initiated. Training, counseling, coaching, etc,
are examples of corrective actions that help to improve performance.

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 g) Problems in performance appraisal:-

The main problems involved in performance appraisal are as follows:

1) Errors in rating: Performance Appraisal may not be valid indicator of

performance and potential of employees due to the following types of errors:

Haloeffect: It is the tendency to rate an employee consistently high or

low on the basis of overall impression. One trait of the employee
influences, the rater’s appraisal on all other traits. For example, an
employee may be rated high on performance just because he sits on
the late in the evening. Similarly a person who does not shave
regularly may be considered lazy at work and may be underrated. This
error may be minimized by rating all the employees on one trait
before taking up another trait.

Stereotyping: This implies forming a mental picture of person on the

basis of his age, sex, caste or religion. It results in an over simplified
view and blurs the assessment of job performance.

Central tendency: It means assigning average ratings to all the

employees I order to avoid commitment or involvement. This is
adopted because the rater has to justify or clarity the average ratings.
As a result the ratings are clustered around the midpoint.

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 Constant error: Some evaluators tend to be lenient while others are
strict in assessing performance. In the first case performance is
overrated while in the second case it is underrated. This tendency may
be avoided by holding meetings so that the raters understand what is
required of them.

Personal bias: Performance appraisal may become invalid because

the rater dislikes and employees. Such bias or prejudice may arise on
the basis or regional or religious beliefs ad habits or interpersonal
conflicts. Bias may also be the result of time. Recent experience or
first impression of the rater may affect the evaluation.

2) Spill over effect: - This arises when past performance affects

assessment of present performance. For instance, recent behavior or
performance of an employee may be used to judge him.

3) Lack of reliability: - Reliability implies stability and

consistency in the measurement. Lack of consistency over time and
among different rates may reduce the reliability if performance appraisal.
Inconsistent use of measuring standards and lack of training in appraisal
techniques may also reduce reliability. Different qualities may not be
given proper weightage. Factors like initiative are subjective and cannot
be quantified.

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 4) Incompetence:- Rates may fail to evaluate performance
accurately due to lack of knowledge and experience. Post appraisal
interview is often handled ineffectively.

5) Negative approach:- Performance appraisal loses most o its

value when the focus of management is on punishment rather than a
development of employees.

6) Multiple objectives:- Rates may get confused due to too many

objectives or unclear objectives of performance appraisal.

7) Resistance:- Trade unions may resist performance appraisal on

the ground that it involves discrimination among its members. Negative
ratings may affect interpersonal relations and industrial relations
particularly when employees/unions do not have faith in the system of
performance appraisal.

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Performance Management

Traditionally, the human resources literature has considered as separate

and distinct the issues of which types of performance to measure, methods of
measuring performance, who should rate performance management is a
means where by employees work behaviors are aligned worth the
organizational goals.

There is no way to manage performance. Whatever system is adopted

needs to be congruent with the culture and principles that pervade the
organization. However most systems of performance management have
several parts. Still other problems arise during the interview –feed back
session, which includes arguing the poor communication common
performance evaluation problems.

Problems can occur at any stage in the evaluation process some of the
pitfalls to avoid in performance appraisals are:

• Lack of standards without standard, there can be no objective

evolution of result, only a subject guess or felling about performance.
• Irrelevant or subjective standards. Standards should be established by
analyzing the job output to that standards are job related.
• Unrealistic standards. Standards are goals with motivating potential
those that are reasonable but challenging have the most potential to motivate.

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• Poor measure of performance. Objectivity and comparison require
that progress towards stand or accomplishment of include quantifiable
measures such as 10 rejects per 1000 units or 10 sales per 100sales as well as
qualitative measures. Such as projects completed or not completed.
• Rater errors Rater errors include rater bias or prejudice, halo-effect,
constant error, central tendency and fear of conformation. Poor feedback to
employees’ standards and / or rating must be communicated to the employee
in order for the performance evolution to be effective.
• Negative communications the evolution process is hindered by
communication of negative attitudes, such as inflexibility, defensiveness, and
a non-development approach.
• Failure to apply evaluation data. Failure to use evaluation in
personnel decision-making and personnel development negates the primary
decision-making and personal development negates the primary purpose of
performance evaluations. The use and weighting of multiple criteria as well
as the frequency of evaluation also present problems.

COMPONENTS OF APPRAISAL EVALUATION

Performance evaluation can be done for a variety of reasons

counseling, promotion, research, salary administration or a combination of
these. So it is necessary to begin by stating very clearly the objectives of the

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evaluation program\. Having done this the personnel evaluation system
should address the following questions.

 Who?
 What?
 Why?
 When?
 Where?
 How?

Of performance Appraisal.

1. “Who” of the performance appraisal?

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

combination of the immediate supervisor, other manager familiar with
assesses work, a higher-level manager, a personnel manager, the assesses
peers, the assesses him self and the assesses subordinates.

The person who has through knowledge about the job contents to be
appraised, standards of contents and who observes the employees while
performing a job should conduct the appraisal. The appraiser should be
capable of determining what is more important and what is relatively less
important for the job. He should prepare the report and make judgment
without personal bias, favoritism etc.

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 2. The “what” of appraisal?

The “what” of a performance appraisal consists in appraising non-

supervisory employees for their current performance and managers for
future potential it includes evaluation of human traits Appraisers were
asked to rate appraises, using five – point scale, on such characteristics as
tact, willingness, enthusiasm and maturity.

3. The “why” of performance appraisal?

The “why” of an appraisal is concerned with

 Creating and maintaining a satisfactory level of performance of

employees in their present jobs.
 Highlighting employee needs and opportunities for personal growth
and development.
 Adding in decision making for promotions, transfers, lay-off and
discharges.
 Promoting understanding between supervisor and his subordinate
 Providing useful criteria for determining the validity of selection and
training methods and techniques and forming concrete measures for
attracting individuals of higher caliber to the enterprise.

4. The “when” of performance appraisal?

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 The “when ‘ answers the query about the frequency of appraisal. In
most organizations, employees are formally evaluated once in a year, in
others, twice a year. New employee should be rated three months after being
assigned to a job, and every six months thereafter. The time of rating should
coincide with the time of salary reviews, for if the two occur together
constructive evaluation and consideration of self-development will probably
take second place the pressures of pay.

5. The “where” of Appreciation?

The ‘where’ indicates the location where an employee may be

evaluated? It usually done at the place of work of office of the supervisor.
Informal appraisals may take place anywhere and everywhere, both on the
job in works situations and off the job.

6. The “How” of appraisal?

Under ‘how’, the company must decide what different are available and
which of these may be used for performance appraisal. On the basis of the
comparative advantage and disadvantages, it is decided, which method
would suit the purpose better.

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 FEATURES OF PERFORMANCE APPRAISAL

The following are the essential features of performance appraisal system

Performance management is a continuous process that goes on

throughout the year. It is flexible a manager and his manages, acting
together, have sufficient maneuverability to design their own processes
within the overall framework for performance management provided by the
organization to integrate its different task groups into a synergistic whole
that is working to achieve the same, ultimate organizational goals.

Performance Management is future oriented, rather than retroactive.

Even the appraising process as part of stocktaking-feeds significantly into
futuristic performance planning and improvement

It is participatory and provides for regular and frequent dialogues

between a manager and her manages both dyadic and, as a group-to address
performance as well as development needs

METHODS OF PERFORMANCE APPRAISAL

There are two types of methods in performance appraisal

1) Old methods

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 2) New methods

Old Methods or Traditional Methods: The traditional methods lay

emphasis on the rating of an individual’s personality traits, such as imitative,
dependability, drive, responsibility creativity integrity, leadership potential, intelligence,
judgment, organizing ability etc.

1. Confidential report
2. Free fro or easy method
3. Straight ranking method
4. Paired comparison method
5. Forced distribution method
6. Graphic rating scales
7. Checklist method
8. Critical incidents method
9. Group appraisal method
10.Field review method

New Methods or Modern Methods:

The modern method place more emphasis on the evolution of work results job
achievements than on personality traits Results oriented appraisal tend to be more
objective and worthwhile especially for counseling and development purposes.

1. Assessment center method

2. Human resource accounting method

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 3. Behaviorally anchored rating scale (BARS)
4. Appraisal by results or MBO

1. Confidential report:

This is a traditional form of appraisal used in most government

organizations. A confidential report is a report prepared by the employee’s
immediate superior. It covers the strengths and weaknesses. Main
achievements and failure, personality and behavior of the employee. It is
descriptive appraisal used for promotions and transfers of employees. But it
involves a lot of subjectivity because appraisal is based on impressions
rather than on data. No feed back is provided to the employee being
appraised and, therefore, its credibility is very low. The method focuses on
evaluating rather than developing the employee. The employee who is
apprised never knows his weaknesses and the opportunities available for
overcoming them. In recent years a negative confidential report is required
to be communicated to the employee. If the employee disagrees, a nothing to
the effect has to be made on therepo9rt. This has been made necessary by
trade unions and courts.

2. Free form or essay method:

Under this method, the evaluator writes a short essay on the

employee’s performance on the basis of overall impression. The description
is expected to be as factual and concrete as possible. An essay can provide a

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good deal of information about employee especially if the evaluator is asked
to give examples of each one of his judgments.

3. Straight ranking method:

In this techniques, the evaluator assigns relative ranks to all the

employee’s in the same work unit doing the same job. Employees are ranked
from the best to the poorest on the basis of overall performance. The relative
position of an employee is reflected in the numerical order

4. Paired comparison method:

This is a modified form of man to man tanking. Here in, each

employee is compared with all the others in pairs one at a time. The number
of times and employee is judged better than the others determines his rank.
Comparison is based on the overall performance the number of comparisons
to be made ca be basis of the formula N(-1)/2, where N is the number of
persons to be compared.

5. Forced distribution method:

In this technique, the rater is required to distribute his ratings I the

form of a normal frequency distribution. The purpose is to eliminate the
raters’ bias of central tendency. Here also the ranking techniques is used.
This method is highly simple to understand and easy to apply. Secondly it

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helps to reduce bias involved in straight ranking and paired comparisons.
But in this method is based on the questionable assumption that all groups of
employees have the same distributions of good and poor performances. The
rater does not explain why a employee is place in a particular category.
Specific job related performance criteria are not used in ratings. The rater
may resent the restriction placed on his freedom of choice.

6. Graphic rating scales:

It is a numerical scale indicating different degrees of a particular trait.

The rater is given a printed form of each employee to be rated. The form
contains several characteristics relating to the personality ad performance of
the employee. Intelligence, quality of work, leadership skills, judgment, etc
are some of these characteristics. The rater records his judgment on the
employee’s trait on the scale. The numerical points given to an employee are
added up to find out his overall performance a standing in the group. Rating
scales are of two types. They are continuous and discontinuous. In
continuous scale the degrees of a trait are measured in appropriate boxes or
squares are used.

The rating scale method is widely used, as it easy to understand and

use. It allows a statistical tabulation of scores a ready comparison of scores
among the employees is possible. It is economical to design and administer
rating scales. The approach is multi-dimensional as several significant
dimensions of the job can be considered I evaluation. But the rating is

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generally arbitrary and subjective because specific job related. Performance
criteria are not considered. Secondly, it is assumed that is equally important
for all jobs. Thirdly the descriptive words used in rating e.g. implication that
high rating on one factor can compensate for low score on other factor.
Fourthly, the method imposes a heavy burden to the rater. He has to evaluate
report performance on several factors each having five degrees. In practice,
ratings tend to cluster on high side. A supervisor often tends to rate his
subordinates high to avoid criticism from them. To minimize this bias, the
rater may be asked to give reasons to justify his rating.

7. Checklist method:

A checklist is a list of statements that describe the characteristics and

performance of employees on the job. The rater checks to indicate if the
behavior of an employee is positive or negative to each statement. The
performance of an employee is rated on the basis of number of positive
checks. There are three types of checklists that ca be used.
(a) Simply checklist where in equal importance is given to each statements,
(b) Weighted checklist in which weights are assigned to different
statements to indicate their relative importance, and
(c) forced choice checklist wherein five statements are given for each trait,
two most descriptive statements, two least descriptive statements and on
neutral statements. The rate is required to check on statement each form the
most descriptive ones. The aim is to minimize the rater’s personal bias.
Checklist method is a descriptive techniques and it provides concrete

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examples of evaluations. But it is a time-consuming and expensive method
as a different checklist must be developed for each job category. Secondly it
is difficult to assemble, analyze and weight several statements that properly
describe job related behavior and performance. The statements may be
statement contributes most to successful performance. Trained raters are
required. But they must resist the restrictions imposed on them under the
forced choice method.

8.Critical incidents method:

In this method the supervisor keeps a written record of critical (either

good or bad) events and how different employees behaved during such
events. The rating of an employee depends on his positive or negative
behaviors during these events. These critical incidents are identified after
through study of the job and discussion with the staff. For example, a fir
sudden breakdown of machinery, a serious accident etc. may be identified as
critical incidents for the working of the factory.

Critical incidents method helps to avoid vague impressions and

general remarks as the rating is based on actual records of
behavior/performance. The feedback from actual events can be discussed
with the employee to allow improvements. The rater can fully defend his
ratings on the basis of his record. But this method suffers from several
problems. First, it is very time consuming and cumbersome for the superior
to maintain a written record for each employee during every major event.

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Secondly, quoting incidents after considerable time lapse may evoke
negative emotions from employees. Thirdly subjective judgment of
supervisor is involved in deciding critical incidents and ‘desirable response
to an event. Fourthly, the supervisor may commit errors I recording
behaviors of different employees during a short duration even. Sixthly,
critical incidents occur in frequently and therefore, a continuous record of
performance might not be available. Lastly, the employees are likely to
become concerned with what the supervisor records rather than in daily job
routine.

9. Group appraisal method:

Under this method, a group of evaluators assess employees. This

group consists of the immediate supervisor of the employee, other
supervisors having close contact with the employee’s work, head of the
department and a personal expert. The group determines the standards of
performance for the job, measures actual performance of an employee
analyses the causes of poor performance and offers suggestions for
improvements in future. The advantage of this method is that it is simple yet
more thorough. Due to multiple evaluators personal bias is minimized. But it
is very time consuming process.

10. Field review method:

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 In this method, a trainee officer from the personal department
interviews line supervisors to evaluate their respective subordinates. The
interviewer prepares in advance the questions to be asked. By answering
these questions a supervisor gives his opinion about the level of performance
of this subordinate, the subordinates work progress, his strengths and
weaknesses, promotion potential, etc., the evaluator takes detailed notes of
the answers which are then approved by the concerned supervisor. These are
then placed in the employees personal service file. This system relieves the
supervisor of the need for filling in appraisal forms. The supervisor’s
personal bias is reduced due to the active involvement of the personnel
officer. The ratings are usually classified into three categories i.e.
outstanding, satisfactory and unsatisfactory. This is, however, a time
consuming method. The success of this method depends upon the
competence and sincerity of the interviewer.

The traditional methods give above all focus more on the traits of an
employee than on his job performance. In the absence of predefined
performance criteria or standards, the personal bias or subjectivity of the
evaluator affects the ratings.

One study of appraisal in general electric co., USA revealed that the
traditional approach to performance appraisal caused the following
responses: the traditional systems of appraisal are based on judgment role of
the supervisor. In order to overcome these weakness some new techniques

28
are of performance appraisal have been developed. Theses techniques are
described below.

1. Assessment Center method:

An assessment center is a group of employees drawn from different

work units. These employees work together on an assignment similar to the
one they would be handling when promoted. Evaluates observe and rank the
performance of all the participants. Experienced managers with the proven
ability serve as evaluators. This group evaluators all employees both
individually and collectively by using simulating techniques like role-play,
business games and in basket exercise. Employees are evaluated on job
related characteristics considered important for job success. The evaluators
observe ad evaluate employees as they perform jobs. Assessments are done
generally to determine employee potential for promotion. The evaluators
observe and evaluate employees as they perform jobs. Assessments are done
generally to determine employee potential for promotion. The evaluators
prepare a summary report and feedback is administered on a face-to-face
basis to the employees who ask for it

Assessment center generally measures interpersonal skills,

communicating ability, ability to plan and organize etc. Personal interviews
and projective tests are used to assess work motivation carrier oriented and
dependence on other. Paper and pencil tests are used to measure intellectual
capacity. Assessment center are not only a method for appraisal but help to

29
determine training and development needs of employees and provide data
for human resource planning this method is also used to select students for
entry level positions. All candidates will get and equal opportunity to prove
their merit. A team of trained assessors under similar conditions evaluates
them. Rater’s personal bias is reduced, but this is the time consuming and
expensive method. Further the candidates who receive a negative report
from the assessment center may fell demoralized. In order to make this
method effective, it is necessary to state the goals clearly, to obtain top
management support, to conduct job analysis, to train the assessors, and to
periodically evaluate and revise the assessment program.

2. Human resource accounting method:

Human resource are a valuable asset of any organization. This asset

can be valued in terms of money. When competent and well-trained
employees leave an organization the human assets is decreased and vice
versa. Under this method, performance is judged in terms of cost and
contribution of employees. Costs of human resources consists of expenditure
on human resource, planning, recruitment, selection, induction, training,
compensation etc. contribution of human resource is the money value of
labor productivity of value added by human resources. Differences between
cost and contribution will reflect the performance of employees.

This method is still I transition stage and is, therefore, not popular at
present.

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3. Behaviorally anchored rating scale (BARS):

This method combines graphic rating scales with critical incidents

method. Bars are description o various degree of behavior relating to
specific performance dimensions. Critical areas of job performance and the
most effective behavior for getting results are determined I advance. The
rater records the observable job behavior of an employee ad compares these
observations with bars. In this ways an employee’s actual behavior is judged
against the desired behavior. The steps involved in constructing bars are as
follows:

(a) Identify critical incidents: often persons with knowledge of the job to be
appraised describe specific examples of both effective ad ineffective job
behaviors.
(b) Select performance dimensions: The persons that cluster the behavioral
incidents into a smaller set of the performance dimensions.

(c) Retranslate the incident: Another group of knowledge persons assign

each incidents to the dimensions that it bets describes. Incident for which
there is less than 75 per cent agreement with the group are not retranslated.

(d) Assign scales to incident: The second group rates each incident on a
seven or nine point scale. Rating is done on the basis of how well the
behavior described in the incident represents performance on the appropriate

31
dimensions. Means and standard deviations are then calculated for the scale
values assigned to each incident. Incident that have standard deviation of 1.5
or less are included in the final anchored scales.

(e) Develop final instrument: A sub set o the incidents that meets both the
retranslation and the standard deviation criteria is used as a behavioral
anchor for the financial performance dimensions. A final BARS instrument
typically comprises of series of the vertical scales that are endorsed by the
included incidents. Each incident is positioned on the scale according to its
mean value.

BARS method has several advantages. First, the ratings are likely to
be accurate because these are done by the experts. Secondly, the method is
more reliable and valid as it is jobs specific and identifies observable ad
measurable incidents helps in making the dimensions independent of one
another. Thirdly ratings are likely to be more acceptable due to employee
participation. Forth, the method provides a basis for setting developmental
goals for employees as it differentiates between behavior, performances and
results. Lastly the use of typical incidents is useful in providing feedback to
the employee being rated. BARS method, however suffers from weakness.
First it is very time consuming and expensive to develop BARS from every
job. Secondly behaviors used are more activity oriented than results-
oriented. Several appraisal forms are required to accommodate different
types of jobs in an organization. Despite its intuitive appeal, this method is
not insecurely superior to the traditional methods of appraisal.

32
4. Appraisal by results or MBO:

Management by objectives has been defined as “a process where by

the superior and subordinate manages of an organization jointly identified its
common goals, define each individual’s major areas of responsibility in
terms of results expected of him and use the measures as guides for
operating the unit and assessing the contributions of each of its members”.
In other words, MBO are as follows:

1) Set organisation goals: First of all goals of the organization in key areas
of performance are laid down. These goals are defied in clear precise and
measurable terms. They should be challenging attainable. A through analysis
of internal environment of the organization is made to set these goals.

3) Defining performance targets: On the basis of organization goals,

performance standards for each employee are defined. The responsibility of
an employee may be decided on the basis of organization charts and job
descriptions. Every subordinate writes down his own performance goals,
which are work-related and career-oriented. His manager also writes down
the goals he thinks the subordinates should strive for. The two then discuss
them, reach an agreement and put the agreed goals in writing. Thus,
employees at all levels are actively involved in goal setting. Clear attainable
goals help channel energies in the right direction and let the employee know

33
the basis on which he will be judged. The goals are periodically reviewed
and revised to keep them flexible and up to date.

The level of performance considered satisfactory to achieve the goal is

defined; measure check points are established to measure progress towards
the goal. Action plans required to achieve the goals are also decided through
mutual consultant among an employee and his superiors. Joint goal setting
and joint action plans are essential elements of appraisal through MBO.

4) Performance review: Frequent performance review meetings between the

manager and the subordinate are held. Initially monthly reviews are may be
used and than extended to quarterly reviews. In this review meetings
progress is assessed, weaknesses and constraints are identified and steps to
be taken to improve performance are decided. Subordinates actively
participate in this process. This leads to self-control by the employee.
NEED FOR THE STUDY

 As I am a student of management I have to do the project work and

submit to the university under which I am doing my MBA.

 The purpose of study is to know the employees opinions about the

perfect (i.e. performance appraisal) in the organisation.

34
  To know about the decisions regarding salary fixation, confirmation,
promotion, transfer and demotion which are taking according to
employee’s performance.

 To know employee grievances.

 To know subordinates cooperation to employees in their work.

 To provide information to diagnose deficiency in the employee

regarding skill, knowledge, determine training and development needs
and to prescribe the means for employee growth provides information
for correcting placement.

 To provide feedback information about the level of achievement

behavior of subordinate. This information help to review the
performance of the subordinate, rectifying performance deficiencies
and to set new standards of work, if necessary.

SCOPE OF THE STUDY

Scope of the study tends to the limits of the study. According to the
title performance appraisal the scope is as follows.
1) Study on the employee performance appraisal in the
organization, that is on what basis the appraisal takes place.

35
 2) After performance appraisal, there is a need of training
and development.
3) A study on training and development of employee after
his job evaluation, if he/she needs.
4) A study on the feedback of the employees about the
performance appraisal.
The scope of the performance appraisal study is as follows, I HRM
areas only.
1) For remuneration administration.
2) Validation of selection programs
3) Employee training and development programs.
4) Grievance and discipline management.
5) HR planning.

All these aspects come under the scope of the study. These are also
uses of the data ad information, which is collected through the study of
performance appraisal.

OBJECTIOVES OF THE SUTUDY

 To study the performance appraisal structure in the organisation.

 To know the importance of behavioral and functional aspects in

performance appraisal of employees in the origination.

36
  To know how an individual will respond to the Apex-review
committee in the organization which will finalize their appraisal
performance

 To know the HR department activities in the performance appraisal.

LIMITATIONS OF THE STUDY

Every study has it limitations because of some particular reasons in

the organization. There are some limitations in my study.

1) My study is limited only to know the feedback of the employees about

performance appraisal & their training need after the appraisal.

37
2) Time is the major limitation. The whole study was conducted with in
a period of 60 days. This period is not enough to gather information
relating to all aspects of the study.

3) Only the existing system has been studied and o attempt has been
made to identify now and dynamic appraisal system due to time
constraints.

38
 COMPANY
PROFILE

39
ABOUT US

MiNd LiNkS IT R&D Labs Pvt. Ltd. is a software engineering

services company in the business of providing Information technology based
solutions to various business entities operating in different segments of the
company.

The Company applies robust and optimal methodologies; state of art

technologies with software engineering skills to domain knowledge in
creating information technology based solutions of clients in the
respective domains.

MiNd LiNkS IT R&D Labs keeps abreast with the state of art
technologies. Knowledge of the technologies are carefully analyzed for
suitability and appropriately deployed with the solution. The company has in-
depth domain as well as functional knowledge.

MiNd LiNkS IT R&D Labs helps public sector and commercial clients
build their organizations by delivering measurable improvements every time.
Whether through enhancing productivity, improving operational efficiencies
or increasing revenue and growing profitability, MiNd LiNkS IT R&D Labs
understands both the immediate and long-term goals that work for today’s
organizations. Our proven experience and innovative solutions are designed
for one purpose—to give the edge.

• Technology Solutions
• Data Entry and Data Conversion
• Business Consulting
• Management Solutions
• Strategic Design
• Outsourcing
• Marketing

MiNd LiNkS IT R&D Labs growth can be attributed to the company's

focus on quality, consistency, and long-term vision. In order to thrive in an
interconnected economy, the service offerings by MiNd LiNkS IT R&D Labs

40
meet the demands of an ever-changing business environment. We delivers
fresh solutions with seasoned professional developers and consultants who
have one singular focus: Ensure that everything we do delivers value to our
clients and moves their businesses forward giving them the edge in the
demanding business.

VISION

When our clients think of MiNd LiNkS IT R&D Labs, we want them to
envision a company that will give them the edge in their business needs
through a combination of professionalism, cooperation, integrity, and
excellence in performance with objective results and high quality. We
provide our customers with the highest levels of service, quality, and
efficiency. The enduring and personal relationships we hold with our clients,
gives us the advantage of a loyal, well-established client and partnership
base. We offer the assurance that company needs will be met now and in the
future.

MISSION

• To be globally recognized as a provider of a trusted, reliable resource

to quality Information Technology (IT) solutions.

• To build worldwide partnerships for success.

• To give the clients a competitive edge.

• To enhance the operational efficiency and financial advantage to

clients.

Our Corporate Philosophy is Customization

“Give a solution which is an amalgamation of expertise and the client’s

needs.”

41
VALUES

There are six driving factors behind our corporate philosophy, our day-to-
day operations and ultimately our success. These values guide everything we
do, shape who we are and how our customers, our associates, and our
partners perceive us.

• CLIENTS' SUCCESS leads us to our success.

• PEOPLE are our focus.
• TEAMWORK is the cornerstone of our culture.
• INTEGRITY guides our work.
• ACCOUNTABILITY is the foundation for everything we do.
• CHANGE drives us to continue to evolve and grow.

BUSINESS INTELLIGENCE

MiNd LiNkS IT R&D Labs Business Intelligence solutions are designed

to empower organization with information. In today's highly competitive and
dynamic business environment, information is vital to survival.

Organizations spend millions of dollars on business solutions that are

designed to capture data, but little is done to transform this data into
meaningful business information. That's where MiNd LiNkS IT R&D Labs
Business Intelligence solutions come in. Using our proven methodology, we
deliver key business metrics to desktop in a timely fashion, with a format that
is both intuitive and highly interactive.

Our Business Intelligence solutions are designed to give you direct access to
the information that you need, when you need it. This effectively removes IT
from the middle of the information-delivery chain, freeing this critical
resource to focus on other business problems.

42
 THE NEED

There is an explosion of data within most organizations. However, very

little meaningful information is compiled from that data. This results in a lack
of insight into the vital metrics necessary to effectively and profitably run the
business. Complicating this situation is the fact that IT resources, capable of
extracting desired business information, are being stretched by a myriad of
other critical projects. Given that operational data is far too complex for the
typical business user to negotiate, critical business metrics remained locked
in the operation system. Key requests for information then wait in long IT
request queues.

THE SOLUTION

MiNd LiNkS IT R&D Labs Business Intelligence solutions are designed

to empower organization with the information necessary to make critical
business decisions. Our team delves into operational systems and transforms
data into meaningful information. Our solutions are differentiated from
traditional reporting applications by presenting information in a format that is
simple to understand, easy to navigate and extremely powerful in its analytic
capabilities. Traditional reporting systems just present the data. Our Business
Intelligence solutions allow the business user to actively participate in the
analysis of multiple interrelated business metrics—all within the context of a
simple user interface. For example, using our Business Intelligence solutions
sales management can identify the most—or least—profitable product lines,
geographical regions, customers, and sales reps in less mouse clicks. Our
solutions are able to seamlessly cross the functional boundaries within
organization. This means that sales, services, operations, logistics, and
finance are all working off the same vision of customers, products, orders,
inventory, and acquisitions. Each department seamlessly works with the
same information and is able to analyze this information in a format most
conducive to getting its particular job done—all without the involvement of IT
resources. MiNd LiNkS IT R&D Labs Business Intelligence solutions are
customized for specific informational needs. In addition to delivering custom
business metrics, we leverage our experience in order to deliver standard
business metrics that are important to all organizations.

THE ADVANTAGE

MiNd LiNkS IT R&D Labs has an entire practice dedicated to

delivering Business Intelligence. Our focus is on delivering solutions that will
be effective in unique environment. Unlike many companies that resell
technology, MiNd LiNkS IT R&D Labs believes that technology is only an
enabler of the business solution. This approach gives us the freedom to
choose the best technology for particular business equivalents.

43
 Organizations have invested a lot of time, effort, and financial resources
into the applications that run business. MiNd LiNkS IT R&D Labs Business
Intelligence solutions are designed to maximize those investments by
harvesting data and rendering it in new and innovative ways—giving the
organizations a competitive advantage in the market place.

BUSINESS STRATEGY

BUSINESS CONSULTING

The greatest accomplishments begin with an architect plan. We believe

that MiNd LiNkS IT R&D Labs is the advisor that the company needs most
as you begin to conceptualize the business road map.

Our business consulting team is the cohesive mortar that unites our
various disciplines. By focusing on company's strategic objectives, we are
able to design, develop, and implement the solutions that will produce
measurable change across the enterprise.

As the foundation of MiNd LiNkS IT R&D Labs, this business-centric

philosophy permeates our various discipline leaders. Whether a developer or
a designer, the goal of producing custom business solutions is paramount.

DEFINING DIRECTIONS

Our ability to offer guidance throughout the highest levels of leadership

is cultivated by our ability to architect and execute solutions that matter
most. This focus on sound strategic direction provides a high-level road map
that can manage and expand channels, enhance revenue, and penetrate
markets that may have previously been inaccessible. Our knowledge and use
of business intelligence tools allows our clients to make calculated decisions
based on real-time data, thus providing accurate and effective results.

44
 FORMING A STRUCTURE

Our skill in analyzing company's internal structure enables MiNd LiNkS

IT R&D Labs to enhance business processes, operational efficiencies and
manage or reduce overall costs. By optimizing supply chain through supplier
collaboration and rationalization we can improve the relationships that
support business.

EXTENDING RELATIONSHIP

By helping to orientate leadership direction and formulate operational

practices, MiNd LiNkS IT R&D Labs can also effectively refine how company
goes to market. By improving the ways in which the company deploy their
sales force, manage traditional customer relationships and build an
integrated marketing and communications plan, we can help the craft every
touch point between the company and customers.

BRAND DEVELOPMENT

The company brand is the company promise to the marketplace. It is the

message, quality, personality, and differentiation that make the organization
or product unique. It’s company image.

Developing a brand begins with an understanding of the product or company

strengths, positioning within the marketplace, as well as consumer
perception.

MiNd LiNkS IT R&D Labs can help out to determine where the brand
is and where it wants to be. Through competitive market analysis, we will
expose company brand’s key differentiators and recognize marketplace
opportunities. We conduct inquisitive exercises to formulate the language,
personality, and tone of the organization. And by analyzing business
objectives, we are able to build a strategic communication plan that assists in
taking company brand to market.

MiNd LiNkS IT R&D Labs experienced consultants will help out

visually and verbally to express company brand’s identity. Company Logo,
trademarks, and taglines will be designed or redesigned to convey company
brand with razor-sharp precision. The company identity will also speak

45
through color, text and photography. MiNd LiNkS IT R&D Labs will provide
an identity design system that ensures consistency while empowering entire
organization with that entire company brand has to offer.

Some organizations already have an established brand presence but

are in need of brand translation as they migrate across various media. By
understanding the strengths, personality, and consumer perceptions of the
company brand—as well as identity standards—we are able to effectively
translate the company brand and identity across multiple mediums. In the
end, MiNd LiNkS IT R&D Labs will help out forge the blueprint for
implementing the company brand and identity across various media and
differentiate it in competitive marketplaces.

CHALLENGES AND BENEFITS

• Strategically position of company through an analysis of internal

organization and competitive industry landscape
• Increase the company’s market share by designing and implementing
a brand strategy and identity that differentiates the organization within
the marketplace.
• Reduce marketing and communication costs through designed identity
systems and pre-built media applications
• Communicate the company, product, or services to internal and
external constituents through effective brand planning
• Rich understanding of business organizations, processes, and
strategies
• Professional experience in brand development and translation across
multiple media
• Proven methodology that integrates client strategy with design and
implementation
• Trusted partner relationships that expand service offerings
• Consulting background focuses on producing measurable results

E-BUSINESS/WEB SERVICES

E-Business is much more than buying and selling over the Web. In the
simplest sense, it is the use of Internet technologies to improve core business
processes. And, while technology makes e-business possible, e-business isn't
about technology. It's about connecting core business systems and processes
to customers, suppliers, and employees—24 hours a day, 7 days a week.

46
E-business?

E-Business can help companies meet today's business challenges head-on.

Whether it's increasing revenue or decreasing costs, reaching new customers
or better serving existing ones, a solid e-business infrastructure provides the
foundation to deliver true value to stakeholders.

Important reasons to become an e-business include the following:

• Increase revenue
• Decrease costs
• Improve employee efficiency
• Expand market reach
• Strengthen business relationships
• Improve customer satisfaction

At MiNd LiNkS IT R&D Labs, we know that the success of our company
depends on our ability to provide world-class, e-business solutions with
real business value to our clients. We understand the business impact of
e-business. Our experts have helped many companies leverage the
Internet with the following solutions:

E-commerce—allows companies to buy and sell products and services

online

Business intelligence—allows companies to acquire data about their

customers to provide better service

Customer relationship management—provides the ability to support

and retain profitable customers

Supply chain management—streamlines end-to-end processes

associated with the flow of products.

ENTERPRISE APPLICATION INTEGRATION

MiNd LiNkS IT R&D Labs development team is designed to partner with

our clients to address many business critical issues and objectives. MiNd
LiNkS IT R&D Labs knows how to use state-of-the-art technologies to
provide targeted, world-class integration solutions that address unique
business needs.

THE NEED

Are the companies getting the most out of the Web and core business-
system implementations? Are these applications connected throughout the

47
organization? Does the company question whether or not the integration
between applications is able to support the company changing business
process needs? Do your business associates have access to accurate,
relevant, and timely information for critical decision-making?

With ever-increasing pressure to be as efficient as possible, Enterprise

Application Integration is becoming vital to organizations of every size. EAI is
used to interconnect

existing information systems, prior technology investments, and business

partner’s systems and data. As enterprises grow and recognize the need for
their information to be shared between systems, companies are investing in
EAI to streamline processes and keep disparate elements of the enterprise
interconnected.

THE SOLUTION

MiNd LiNkS IT R&D Labs solutions are implemented using a framework

that enables your organization to integrate and extend your business
applications across and beyond the enterprise. Our solutions address specific
business challenges such as:

• Finding cost savings by integrating business applications and

processes with flexible and scalable long-term solutions
• Maximizing the return-on-investment from the Web site and core
business system implementations by creating tight inter-application
integration
• Having real-time access to more accurate and timely business data to
make better decisions, reduce cycle times and increase operational
efficiencies
• Selecting the right technical architectures and vendor products to
maximize efficiencies and compliment your existing and future state
enterprise architecture
• Creating integration between co-existing business units as well as for
the assimilation of mergers and acquisitions
• Linking to and collaborating with a variety of customers and partners
with different needs or standards directly or through market
exchanges

48
 THE ADVANTAGE

MiNd LiNkS IT R&D Labs focus is on delivering solutions that will be

effective in the unique environment. Our experience and vendor neutral
position allows us to choose the best mix of technologies for the particular
environment.
May organization has invested significant time, effort, and financial resources
into the applications and information systems that run business. MiNd LiNkS
IT R&D Labs solutions are designed to minimize these investments by
identifying and simplifying the processes that will provide secure and timely
access to your company’s information assets—giving the organization a
strong competitive advantage.

INTEGRATED MARKETING

Successful Integrated Marketing solutions take three key elements in

order to produce value: solid strategy, quality design, and measurability.

SOLID STRATEGY

By understanding competitive landscapes, identifying audiences, and

estimating the return on investment, MiNd LiNkS IT R&D Labs can help out
making intelligent marketing decisions that provide maximum returns. We
analyze the company business objectives and determine a path of
communication that will reach the consumer or client base on a more
consistent basis.

QUALITY DESIGN

Integrated Marketing utilizes a variety of media and channels. It

employs designers that understand these mediums and can translate their
designs into effective communications. MiNd LiNkS IT R&D Labs designers
have the expertise to match visual design with the appropriate language and
elements, essential in improving response rates and reaching near to
intended audience.

49
 MEASURABILITY

MiNd LiNkS IT R&D Labs specializes in business intelligence tools that

can analyze data, response rates, and demographics. By having access to
this information in real time, we can effectively tailor communications to
increase response rates, measure return on investment, and make intelligent
decisions on the media best suited for your business objectives.

MiNd LiNkS IT R&D Labs can enable the company to take advantage of
the technology and talent that is available to drive consumer demand, sales,
and the message of the organization.

IT STRATEGY DEVELOPMENT

Over the past few years the role of technology in business has become a
critical success factor. Many organizations leverage information technology to
help them deliver their products and services. But few organizations truly
realize the business benefits that can be achieved from an effective
technology strategy. The rapid pace of change in technology provides
companies with new, cost-effective mechanisms to communicate with their
customers, suppliers, employees, and key business partners. Properly
harnessed, technology initiatives can enrich customer relationships, shorten
supply chains, and streamline a number of internal processes so that a true
return on investment is realized. The first step is to create alignment and
consensus within the organization and build an action plan around those
initiatives that will deliver the highest return.

STRATEGIC PLANNING SOLUTIONS

MiNd LiNkS IT R&D Labs Strategic solutions leverage a proven

methodology to help our clients fundamentally align and leverage technology
in order to achieve enterprise business objectives. We devise these strategies
by examining the current infrastructure, IT organization, business processes,
organizational objectives, and key stakeholders. Then we align technology
solutions in a way that ties these stakeholders to the business systems and
processes within the organization.

Our strategic planning solutions are holistic to provide maximum value.

50
 Strategic Planning Service Features

• Aligns technology infrastructure and initiatives with high-priority

business processes and organizational objectives
• Focuses on the needs of the key stakeholders (customers, suppliers,
employees) and not on the limitations of technology.
• Provides qualitative and quantitative measures of the success of the
strategy or business continuity plan.
• Creates alignment, consensus, and accountability for the prioritized
initiatives among executive leadership and line of business
management.

Our strategic planning solutions can be used to help the organization

during its annual planning, or throughout the year as industry and market
trends demand. Strategic planning may be necessary in the following
situations:

• When a competitive advantage is needed to demonstrate quality of

service
• When the organization seeks to expand while maintaining existing
operational infrastructure (capital and human resources)
• When audits have identified gaps or weaknesses in business or IT
capability
• When structural organizational changes occur (acquisition, merger, or
divestiture)
• When no business continuity, disaster recovery, or emergency
management plan exists

PROCESS DEVELOPMENT

MiNd LiNkS IT R&D Labs Business Process Improvement solutions are

designed to help the company to streamline the processes that are critical to
managing business.

Organizations need to optimize the business process, but seldom do.

That’s where MiNd LiNkS IT R&D Labs Business Process Improvement
solutions come in.

Using our proven methodology and toolsets, we deliver key business

results in a timely fashion. We help to achieve improved customer service,
cost reductions, and capacity expansion.

51
 THE NEED

Are the company key performance metrics out of alignment with the
competitors? Are the customers reducing their lead times? And do the
company employees continually executive a process that is loaded with “no
value–add” tasks?

These are the questions that many organizations are faced with on a daily
basis.

The reality is that most organizations could be handling these processes

much more efficiently, providing significant business value and competitive
advantage.

THE SOLUTION

MiNd LiNkS IT R&D Labs Business Process Improvement solutions are

designed to position the organization to take advantage of the opportunities
and quickly address the challenges. Our solutions are able to seamlessly
cross the department and operational boundaries within the organization. Our
focus is to ensure that participants within a process are all working off the
same vision and driving toward the same goals.

MiNd LiNkS IT R&D Labs Business Process Improvement solutions are

customized to your specific needs. In addition to delivering the customer
business metrics, we leverage our experience in order to rapidly deliver best
practices that have proven to be important to many of the organizations that
we have worked with.

Our solutions are aided by our strong focus on economic and financial
analysis.

THE ADVANTAGE

MiNd LiNkS IT R&D Labs has an entire practice dedicated to

delivering Business Process Improvement solutions. Our focus is on delivering
solutions that will be effective in the unique environment. We believe that our

52
vendor focus on economic and financial analysis is a key differentiator from
our competition.

Many Organizations has invested a lot of time, effort, and financial

resources into the applications and information systems that run your
business. MiNd LiNkS IT R&D Labs Business Process Improvement
solutions are designed to minimize those investments by identifying and
simplifying the processes that support the company, giving the organization a
strong competitive advantage.

SERVICES

MiNd LiNkS IT R&D Labs delivers wide-ranging and value added

services adopting the unique approach of integrating people, processes and
technology. This approach has allowed our teams to map business
requirements to the technology solution that fit project goals. Our consultants
focus on understanding customer needs to devise design and development
strategies to efficiently create reliable applications, on time and within
budget.

Our expertise at strategic, technical, operational and organizational levels

help organizations takes advantage of new business opportunities.

Study and Analysis: Once the problem Ticket issue is received, the
Onsite technical team makes a careful study of the issue and analyzes its
complexity.

Estimation: After a thorough analysis the work estimation is made and it

is placed before the client through an offsite support Manager. Based on
the estimated time and priority, the issue is then scheduled to be resolved
either by the onsite team or by the offshore team.

Scheduling: Identify the best suitable team member(s) for solving the
issue and assign the tasks to that particular resource(s).

53
 Solution: The assigned team member(s) provides the solution as
specified in the given task document in a scheduled time adhering to the
quality standards, he also provides a standard document describing the
work done.

Testing: Test the changed code as per the Maintenance Manual. Update
the documentation as required

Log Maintenance: Logs will be maintained for future use by the offsite
as well as offshore team for all the support issues that have come up.

APPLICATION DEVELOPMENT

With increasing demands, enterprises worldwide are finding it difficult to

implement, and support new applications, while at the same time,
maintaining and upgrading their existing systems. To overcome the situation,
companies must seek to expand development capacity, accelerate time-to-
market, and build flexible distributed delivery models to negotiate risk.

There are benefits in building software to improve existing business

processes rather than changing proven procedures in order of work within the
constraints of off-the-shelf applications. MiNd LiNkS IT R&D Labs
addresses these issues and will help you to remain in step with and ahead of
your competition by continuously improving your information technology-
based business solutions.

We remain focused on developing the best solution to respond to each

client's individual business needs. Through our advanced consultative
approach, MiNd LiNkS IT R&D Labs assists in clearly defining
organizational goals and determining where the current systems meet these
goals, where they fail, and how they can be improved through our custom
applications solutions. Our experienced team will work on the project from its
conceptualization through and beyond its completion and implementation.

Our focus areas include extranet, intranet, business-to-business, e-commerce

solutions, software, database and other industry applications.

Our Services in these areas are focused on:

• Application Development - This includes web based, client/server

application development and enhancements to legacy applications
• Migration and Customization - This includes version Upgrade Services,
Database migration, Re-engineering, Functionality upgrades and
Porting
• Implementation Support - Routine Maintenance and Functional
Enhancements

54
 • Development and Testing - Component Development and Unit Testing,
System and Integration testing
• Efficient Data Entry and Data Conversion with 100% percent quality.

APPLICATION MAINTAINENCE

MiNd LiNkS IT R&D Labs provides comprehensive software

application maintenance services for medium to large enterprises. Services
range from undertaking maintenance of existing applications to adding new
functionality. Deep experience in understanding and maintaining large
applications coupled with an expertise in new technologies help to not only
prolong the life of existing applications but also infuse fresh blood into the
system. A team of dedicated software engineers are available round the clock
both onsite and offsite to handle all maintenance related issues from defect
fixing to adding new products and functionality.

Application maintenance deals with

• Promptly fixing software problems that cause the system to be non-

operative or to perform incorrectly
• Implementing changes, improvements, and enhancements to the
system.

BUSINESS PROCESS OUTSOURCING

Business Process Outsourcing (BPO) has changed the way the world
does business, and this trend is only likely to accelerate. BPO is quickly
emerging as a key enabler of all high performing organizations. More and
more businesses and governmental leaders-cross industry, organizational
size and geography are turning to BPO to help them elevate their
organizations performance.

Through the right mix of business process improvement, labor arbitrage

and technology enhancements, BPO is aimed at reducing cost, increasing
service levels and thus improving the enterprise value of the business
processes. Blending qualified workforce and faster adoption of well-defined
business processes leads to higher productivity gains without compromising
on quality.

55
 The availability of cost effective skilled resources - that is well educated
and able to converse in English, well-developed communication infrastructure
and software sector as well as an appropriate time difference with other
countries, help in making India a favorite destination for the BPO industry.

INTERACTION

MiNd LiNkS IT R&D Labs has rich experience in successfully

executing large IT outsourcing projects with well-established Infrastructure.
MiNd LiNkS IT R&D Labs Interactions, the BPO arm of MiNd LiNkS IT R&D
Labs Aims about reducing the operational costs for its Clients by improving
the outsourced processes and increasing their productivity. The strong
parentage of MiNd LiNkS IT R&D Labs provides the right mix of
Infrastructure, People and Processes to the clients. The partnership offers
technical expertise coupled with global call center expertise.

To keep pace with today's economic environment, organizations need to

focus on their core competence. The easiest way of doing this is to partner
with a service provider like MiNd LiNkS IT R&D Labs Interactions, who
understands the company business and solves non-core, yet critical business
processes.

MiNd LiNkS IT R&D Labs Interactions interest lies in a long-term

partnership addressing all aspects of the outsourcing requirements from
clients. MiNd LiNkS IT R&D Labs Interactions gives the very best in
bringing cost efficiency with quality processes, round-the-clock operations,
state-of-the-art infrastructure and a committed people force. It offers
Industry-specific services to customers. For instance, in the Insurance and
Healthcare sector, it addresses Claims Processing, Policy Issuance, Premium
Accounting, etc. It also offers Front Office services like Contact Centers for
Customer Service. It provides Product Support & Technical Help Desk services
as well as Back-Office Processes in the areas of Accounting, HR and other
Transaction Intensive activities.

CALL CENTER SERVICES

Our focus has been to continually find new and better ways to help
our clients make profitable connections with their customers. Whether you
need messaging or answering service, inbound call center services,

56
outbound call center services, email support and online chat, we can help
out to make the most of every contact.

13.5.1 INBOUND TELESERVICES

Our call handling and inbound telemarketing services for business-to-

business and business-to-consumer campaigns will help drive customer
acquisition, increase customer retention, improve sales and rapidly expand
your markets. Our inbound supports include:

Help Desk: 24 Hours /Day, 365 Days /Year

Technical Support Requests for Maintenance Support
Requests for Maintenance Support
Inbound Telemarketing / Up-Selling & Cross-Selling
Requests for Samples
Order Status: Customers can check on the status of their order at any time

Dealer Locate: Callers are given information on the store or dealer nearest to
them.
Ticketing Sales
Subscriptions
Fundraising

Advertising Co-Op Claim Processing

Rebate Processing
Insurance Claims Processing
Product Recall Management
Customized Interactive Voice Services
Overflow, Off-Hour And Weekend Call Handling
Fax on Demand: An access channel for those customers who need
documented answers or written confirmation

OUTBOUND TELESERVICES

Our tele-professionals help out to turn the company prospects into

customers, and then our customers into advocates. We focus on building a
relationship that lasts by using a personalized approach that provides the

57
value addition necessary to maintain and grow your client base. Our
outbound capabilities include:

Telemarketing and Sales: We use predictive dialing to connect to customers.

Our tele-sales techniques also include:

Reactivation: Approaching your 'expired' customers with the right offer

Targeting: Isolating key decision-makers and discovering their budgets before

you spend resources on more costly mail or sales calls.

New Movers: Tapping people who have just moved residence, for example,
and asking them to pre-register for your service or organization

Renewals: for publishing and finance, telemarketing is by far the most

efficient way to secure repeat buyers

Aftermarket Sales: Contacting new customers and securing additional sales,

even when other products are seemingly unrelated.

Up-Selling & Cross-Selling

Sales Lead Generation
Market Research & Surveys
Database Cleaning and Updating
Internet Response follow-up
Collection of Past Dues
Third Party Verification
Record Verification
Fraud Detection /Prevention calls
Damage Control and Disaster Recovery services
Welcome Calls/ Thank-you / other client initiated Information calls.

MEDICAL TRANSCRIPTION

MiNd LiNkS IT R&D Labs Pvt. Ltd. is a trailblazing Medical

Transcription Company. MiNd LiNkS IT R&D Labs has pioneered its medical
transcription operations by recruiting young graduates with background in of
various subjects and orienting them by imparting to them six months of
comprehensive training. MiNd LiNkS IT R&D Labs has a handpicked and
individually trained specialized team of personnel who deal with multiple
branches of medicine including the following:

Cardiology
Pulmonologists
Gastroenterology
Genitourinary
Obstetrics and Gynecology

58
Orthopedics
Oncology and Radiology
Psychiatry
ENT
Neurology

The growth of MiNd LiNkS IT R&D Labs in this field is a saga of

success, for it has always endeavored to provide quality transcription
services. At present it has more than 20 Medical Transcribers with an average
of 12 months experience in transcription of a variety of medical reports
involving
Clinical Notes
History and Physical
Consultation
Operative Reports
Discharge Summaries

MiNd LiNkS IT R&D Labs offers Quality Transcription Services with

Turn-Around Schedules that match the best in the industry.

MiNd LiNkS IT R&D Labs creates a congenial work atmosphere and

provides and sustains ample resources to its personnel. In addition, all our
Medical Transcribers have

Appropriate education
Training
Experience
Work experience under supervision of a skilled management team

MiNd LiNkS IT R&D Labs has its own in-house, fully equipped facility to
train 20 Medical Transcribers at a time. Training at MiNd LiNkS IT R&D
Labs facilitates individuals in the effort to attain international standards in
delivering work within stipulated time.

LEADERSHIP TEAM

The varied and successful business careers of the principals at MiNd

LiNkS IT R&D Labs, combined with seasoned senior management with
decades of experience, have given the company an unprecedented
wealth of resources unique to the consulting industry.

59
OFFICE

INDIA

MiNd LiNkS IT R&D Labs Pvt Ltd

#409, Neelagiri Block,
Adithya Enclave,
www.themindlinks.com
Contact#9248000306
Andhra Pradesh,

India.

60
A performance appraisal, employee appraisal, performance
review, or (career) development discussion is a method by
which the job performance of an employee is evaluated
(generally in terms of quality, quantity, cost, and time) typically
by the corresponding manager or supervisor. A performance
appraisal is a part of guiding and managing career development.
It is the process of obtaining, analyzing, and recording
information about the relative worth of an employee to the
organization. Performance appraisal is an analysis of an
employee's recent successes and failures, personal strengths and
weaknesses, and suitability for promotion or further training. It
is also the judgement of an employee's performance in a job
based on considerations other than productivity alone.

61
 Process of performance appraisal

Aims of Performance Appraisal:

Generally, the aims of a performance appraisal are to:

• Give employees feedback on performance

• Identify employee training needs
• Document criteria used to allocate organizational rewards
• Form a basis for personnel decisions: salary increases, promotions,
disciplinary actions, bonuses, etc.
• Provide the opportunity for organizational diagnosis and development
• Facilitate communication between employee and administration
• Validate selection techniques and human resource policies to meet
federal Equal Employment Opportunity requirements.
• To improve performance through counseling, coaching and
development.

Methods of Performance Appraisal:

A common approach to assessing performance is to use
a numerical or scalar rating system whereby managers are
asked to score an individual against a number of
objectives/attributes. In some companies, employees receive

62
assessments from their manager, peers, subordinates, and
customers, while also performing a self assessment. This is
known as a 360-degree appraisal and forms good
communication patterns.

The most popular methods used in the performance

appraisal process include the following:

1. Management by objectives
2. 360-degree appraisal
3. Behavioral observation scale
4. Behaviorally anchored rating scales

Trait-based systems, which rely on factors such as integrity

and conscientiousness, are also commonly used by
businesses. The scientific literature on the subject provides
evidence that assessing employees on factors such as these
should be avoided. The reasons for this are two-fold:

1) Because trait-based systems are by definition based on

personality traits, they make it difficult for a manager to
provide feedback that can cause positive change in
employee performance. This is caused by the fact that
personality dimensions are for the most part static, and
while an employee can change a specific behavior they
cannot change their personality. For example, a person who
lacks integrity may stop lying to a manager because they
have been caught, but they still have low integrity and are
likely to lie again when the threat of being caught is gone.

2) Trait-based systems, because they are vague, are more

easily influenced by office politics, causing them to be less
reliable as a source of information on an employee's true
performance. The vagueness of these instruments allows
managers to fill them out based on who they want to/feel
should get a raise, rather than basing scores on specific
behaviors employees should/should not be engaging in.
These systems are also more likely to leave a company open

63
to discrimination claims because a manager can make
biased decisions without having to back them up with
specific behavioral information.

Criticisms of Performance Appraisal:

Performance appraisals are an instrument for social control. They are
annual discussions, avoided more often than held, in which one adult
identifies for another adult three improvement areas to work on over the next
twelve months. You can soften them all you want, call them development
discussions, have them on a regular basis, have the subordinate identify the
improvement areas instead of the boss, and discuss values. None of this
changes the basic transaction... If the intent of the appraisal is learning, it is
not going to happen when the context of the dialogue is evaluation and
judgment

64
 DATA ANALYSIS AND INTERPRETATION

1. Are you fully aware of performance appraisal system in your

company?

S.No. Description Number Percentage

1 Yes 40 67
2 No 5 8.33
4 To some extent 15 25
Total 60 100

Interpretation:

65
The above table reveals that 67% of employees are fully aware of P.A.
System, 8.33% of employees ‘No’ and 25% of employees say ‘To some
extent’

Number Percentage

100
80
60
40
20
0
Yes No To Total
some
extent

1 2 4

66
 Conclusion:

From the above table it is observed that most of the people are fully
aware of performance appraisal and some of the people partially aware
of performance appraisal and few people are not aware of it.

2. Are you participating in performance appraisal?

S.No. Description Number Percentage

1 Yes 60 100
2 No 0 0
Total 60 100

Interpretation:

The total reveals the 100% of employees participating in performance

appraisal 0% of employees ‘No’ participating in performance appraisal.

67
 Number Percentage

100
80
60
40
20
0
Yes No Total
1 2

Conclusion:

68
 from the above table it is observed that everybody in the organisation is
participating in the performance appraisal system and no one is there who
does not participate in the performance appraisal system.

3. Do you have any feed back of your performance?

S.No. Description Number Percentage

1 Yes 50 83.3
2 No 0 0
3 Some times 10 16.6
Total 60 100

Interpretation:

The above table reveals that 83.33% of employees have feed back for
there performance 17% of employees ‘Some times’ 0% of employees ‘No’
feed back.

69
 Number Percentage

100
80
60
40
20
0
Yes No Some Total
times
1 2 3

Conclusion:

70
Form the above table it is observed that most of the people are getting their
feedback and few people are there who get their feedback some extent. And
no one is there who doesn’t get their feedback.

4. Are you satisfied with the present performance appraisal system?

S.No. Description Number Percentage

1 Yes 45 75
2 No 0 0
3 To some times 15 25
Total 60 100

Interpretation:

The table reveals that 75% of the employees are being satisfied with
the present performance appraisal system and 25% of the employees ‘To
some extent’ and 0% employees ‘No’.

71
 Number Percentage

100
80
60
40
20
0
Yes No To Total
some
times
1 2 3

Conclusion:

From the above table it is observed that most of the people in the
organisation are satisfying with the organization’s performance appraisal
system and very few people are there who are satisfying up to some extent

72
and there is no one who are not being satisfied with the present appraisal
system in the organisation.

5. To what extent are you satisfied with the Performance appraisal

system?

S.No. Description Number Percentage

1 Fully 50 83.3
2 To some extent 10 16.6
3 Can’t say 0 0
Total 60 100

Interpretation:

The table reveals that 83.3% of employees are fully satisfied. 17% of
the employees ‘To some extent’ and 0% of employees ‘Can’t say’.

73
 Number Percentage

100
80
60
40
20
0
Fully To Can’t Total
some say
extent
1 2 3

Conclusion:

74
From the given table it can be understood that most of the people in the
organisation are being satisfied with the present appraisal system in the
organisation and very few are being satisfied up to some extent.

6. Do you think performance appraisal is important in all types of

jobs?

S.No. Description Number Percentage

1 Yes 60 100
2 No 0 0
Total 60 100

Interpretation:

The table reveals that 100% of the employees are think the
performance appraisal system is important in all types of jobs. 0% of
employees ‘No’.

75
 Number Percentage

100

80

60

40

20

0
Yes No Total
1 2

Conclusion:

76
From the given table we can understand that everybody in the organisation is
being thought that P.A System is important for every organisation and its
development.

7. What is the purpose for performance appraisal in your

organisation?

S.No. Description Number Percentage

1 Promotions 10 16.6
2 Increments 10 16.6
3 Career Development 30 50
4 Training 10 16.6
Total 60 100

Interpretation:

The table reveals that 50% of the employees felt career development,
16.66% of the employees ‘Promotions’, 16.66% of the employees
‘Increments’ and 16.66% of employees ‘Training’.

77
 Number Percentage
100
90
80
70
60
50
40
30
20
10
0
Development

Training
Increments
Promotions

Total
Career

1 2 3 4

Conclusion:

From the above table it is conformed that some people say that the purpose
of the P.A. System in their organisation is for promotions and some say for

78
increments, some say for the Training and most of the people say for the
Development of their career.

8. Is the present appraisal system helpful for the development of

individual employee?

S.No. Description Number Percentage

1 Yes 60 100
2 No 0 0
3 Up to certain extent 0 0
Total 60 100

Interpretation:

The table reveals that 100% of the employees felt the present
appraisal system is helpful for their development.

79
 Number Percentage
100
80
60
40
20
0
Yes No Up to Total
certain
extent
1 2 3

Conclusion:

From the above table we can understand that everybody say that
Performance Appraisal System is being helpful for them. And there is no
one who says that the Performance Appraisal system is not helpful for them.

80
9. When you have self appraised?

S.No. Description Number Percentage

1 Quarterly 0 0
2 Half-yearly 0 0
3 Annually 60 100
Total 60 100

Interpretation:
The table reveals that 100% of the employees have self appraised
once on year. 0% quarterly and 0% half yearly.

81
 Number Percentage
100
90
80
70
60
50
40
30
20
10
0
Quarterly Half- Annually Total
yearly
1 2 3

Conclusion:

From the above table we can understand the everybody in the organisation is
being appraised once a year.

82
10. Are you satisfied with quality of work assigned to you?

S.No. Description Number Percentage

1 Completely 55 92
2 Partly 0 0
3 To some extent 5 8.33
4 Not at all 0 0
Total 60 100

Interpretation:

The table reveals that 91% of the employees completely satisfied the
quality of work 8% to some extent. 0% not at all and 0% partly.

83
 Number Percentage
100
90
80
70
60
50
40
30
20
10
0
Completely

To some

Total
Partly

Not at all
extent
1 2 3 4

Conclusion:

From the above table it is observed that most of the people of the
organisation are being satisified with the quality of work and very few
people are there who are being satisfied upto some extent.

84
11. Does the company maintained any records of self appraisal?

S.No. Description Number Percentage

1 Yes 60 100
2 No 0 0
Total 60 100

Interpretation:

The table reveals that the employees felt 100% yes.

85
 Number Percentage

100
80
60
40
20
0
Yes No Total
1 2

Conclusion:

From the above table it can be observed that the company is being
maintained the records of every employee about their performance about
their skills.

12. Do you feel that job rotation will help in increasing the
performance?

86
 S.No. Description Number Percentage
1 Yes 5 8.33
2 No 55 92
Total 60 100

Interpretation:

The table reveals that 100% of the employees felt that the job rotation
does not help the employees.

87
 Number Percentage
100
80
60
40
20
0
Yes No Total
1 2

Conclusion:

From the above table it can be observed that most of the people are
not requiring the job rotation and very few people are there who
are expecting job rotation because they have skill to work in
another department too.

88
13. Was the recent performance appraisal system is successful in
identifying your abilities?

S.No. Description Number Percentage

1 Yes 52 87
2 No 8 13.3
Total 60 100

Interpretation:

The table reveals that 86% of respondents are agreed in identifying in

their abilities and 13% of respondents are not agreed in identifying in their
abilities.

Conclusion:

From the above table it is observed that most of the people are successfully
identified that they have skills and few employees’ skills are not identified.

89
 Number Percentage

100
80
60
40
20
0
Yes No Total
1 2

Conclusion:

90
From the above table it is observed that most of the people are successfully
identified that they have skills and few employees’ skills are not identified.

14. What are the factors to be considered for evaluation?

S.No. Description Number Percentage

1 Job knowledge 3 5
2 Quality of work 6 10
3 Punctuality 0 0
4 All 51 85
Total 60 100

Interpretation:

The table reveals that 85% of the employees felt that all the factors are
considered for evaluation. 10% quality of work, and 5% job knowledge.

91
 Number Percentage

100
80
60
40
20
0 Punctuality
knowledge
Quality of

All

Total
work
Job

1 2 3 4

Conclusion:

From the above table it is observed that few people say job knowledge is
considered and few people say Quality of work is considered and remaining
say job knowledge and Quality of work are important as well as punctually
while evaluating the performance of the employees.

92
15. Are you satisfied with your reward system?

S.No. Description Number Percentage

1 Completely 40 66.66
2 Partly 5 8.33
3 To some extent 15 25
4 Not at all 0 0
Total 60 100

Interpretation:

The table reveals that it is clear that 66.66% of employees are bing
completely satisfied with the reward system in the organisation. 25% to
some extent, 8.33%.

93
 Number Percentage
100
80
60
40
20
0
Completely

To some

Not at all

Total
Partly

extent
1 2 3 4

Conclusion:

From the above table it is observed that most of the employees are being are
being fully satisfied with the reward system in the organisation, and some
people are being satisfied up to some extent and very few employees are
being satisfied partly.

16. For what purpose is performance appraisal system used?

94
 S.No. Description Number Percentage
1 Finalization of increments 6 10
2 Identification of training needs 2 3.33
3 Feed back from the boss 0 0
4 All the above 52 86.6
Total 60 100

Interpretation:

The table reveals that 86% of employees felt all the above and 10%
finalization increments and 3% identification of training needs.

95
 Number Percentage

100
80
60
40
20
0
Finalization

Identification

All the above

Feed back

Total
of training

from the
of

1 2 3 4

Conclusion:

From the above table we can understand that most of the people are agree
with that the performance appraisal system is for Finalization of increments,
Identification of training needs and feed back from the boss. And some
people say that P.A. System is required for only Finalization of increments
and very few people say that P.A. System is required only for Identification
of training needs.

96
17. Is it satisfactory when compared to previous year appraisal?

S.No. Description Number Percentage

1 Yes 35 58.3
2 No 0 0
3 Can’t say 0 0
4 To some extent 25 42
Total 60 100

Interpretation:

The table reveals that 58% of employees are satisfied with previous
year appraisal and 42% some extent.

97
 Number Percentage
100
80
60
40
20
0
Yes No Can’t To Total
say some
extent
1 2 3 4

Conclusion:

From the above table it can be understood that most of the employees says
yes and some employees say to some extent.

98
18. Is performance appraisal system helpful to identify training and
development needs?

S.No. Description Number Percentage

1 Yes 54 90
2 No 0 0
3 To some extent 6 10
Total 60 100

Interpretation:

The table reveals that 90% of the employees felt the appraisal system
is helpful to identify training and development need and 10% of employees
‘Up to some extent’

99
 Number Percentage

100
80
60
40
20
0
Yes No To Total
some
extent

1 2 3

Conclusion:
From the above table it is shown that most of the people in the organisation
say that performance appraisal system is required to identify the training
need and few people say the it is useful up to some extent.

19. Do you co-operate with your superiors at the time of appraisal?

100
 S.No. Description Number Percentage
1 Yes 40 67
2 No 0 0
3 As per requirements 20 33.3
Total 60 100

Interpretation:
The table reveals that 66% of the employees are co-operate at the time
of appraisal and 33% as per requirement and 0% ‘No’.

101
 Number Percentage
100
80
60
40
20
0

requirements
Total
No
Yes

As per
1 2 3

Conclusion:

From the above table it is observed that many of the employees are fully co-
operate with the management and few employees co-operate with the
management as per the requirement.

102
20. Does the performance appraisal system contribute in improving the
overall performance at Mind Links?

S.No. Description Number Percentage

1 Yes 48 80
2 No 0 0
3 Some time 12 20
Total 60 100

Interpretation:

The above table reveals that 80% of the employees said that the
performance appraisal system is improving the overall performance of Mind
Links and 20% said ‘Some time’.

103
 Number Percentage

100
80
60
40
20
0
Yes No Some Total
time
1 2 3

Conclusion:

From the above table it is observed that most of the employees in the
organisation says that P.A. System helps the organisation fully for the
development and very few say some times.

104
Chi-Square:

Chi-square values are computed in order to ascertain whether there is

significant relationship between different variables like:
1. Performance appraisal rewards and satisfaction with the performance
appraisal system.
2. Developmental needs and satisfaction with the performance
appraisal system.
3. Improvement in overall performance and satisfaction with the
performance appraisal system.

105
 Performance appraisal rewards and satisfaction on with the
performance appraisal system

Satisfaction with performance appraisal system

Performance Satisfied
Highly Not
Based Rewards Can’t Say to some Total
Satisfied Satisfied
extent
To a greater 25 5 2 0
32
extent (78.1%) (15.62%) (6.25) (0%)
0 2 6 5
Can’t Say 13
(0%) (15.5%) (46.1%) (38.4%)
7 0 6 2
To some extent 15
(46.6%) (0%) (40%) (13.3%)
Total 32 7 14 7 60

Calculated Chi-Square Value: 27.135 significant at 5% level.

Calculated Chi-square value 27.135 is greater than the table value

(12.592), the null hypothesis is that there is no significant relationship
between appraisal based rewards and satisfaction with the performance
appraise system is rejected and the alternative hypothesis that there is
significant relationship between appraisal based rewards and satisfaction
with the performance appraisal system is accepted.

Development needs and satisfaction with the performance

appraisal system

106
 Satisfaction with performance appraisal system
Performance Satisfied
Highly Not
Based Rewards Can’t Say to some Total
Satisfied Satisfied
extent
To a greater 35 5 2 4
46
extent (76%) (10.8%) 4.3%) (8.6%)
2 1 3 0
Can’t Say 6
(33.3%) (16.6%) (5.0%) (0%)
3 2 1 2
To some extent 8
(37.5%) (25%) (12.5%) (25%)
Total 40 8 6 6 60

Calculated Chi-Square Value: 9.09 significant at 5% level.

Calculated Chi-square value (9.09) is less than the table value (12.592),
the null hypothesis is accepted. From the study it is observed that there is
significant relationship between development needs and satisfaction with
the performance appraisal system.

Improvement in overall performance and satisfaction with the

performance appraisal system
Improvement in overall performance and with the
Performance appraisal system

Satisfaction with performance appraisal system

107
 Satisfied
Performance Highly Not
Can’t Say to some Total
Based Rewards Satisfied Satisfied
extent
To a greater 20 3 4 2
29
extent (68.9%) (10.3%) (13.7%) (6.8%)
8 2 2 4
Can’t Say 16
(50%) (12.5%) (12.5%) (6.25%)
6 2 4 3
To some extent 15
(40%) (13.3%) (26.6%) (20%)
Total 34 7 10 9 60

Calculated Chi-Square Value: 6.47 significant at 5% level.

Calculated Chi-square value (6.47) is less than the table value (12.592),
the null hypothesis is accepted. From the study it is observed that there is
significant relationship between improvement in overall performance and
satisfaction with the performance appraisal system.

FINDINGS

1) There is appropriate measurement of performance in the organization.

2) Employees are aware of the appraisal system and the effect of
performance on their career development.

108
3) The organization values, recognizes and rewards high-level
performance.
4) The ratings are based on performance and not on the personal
characteristics of the person.
5) Some employees feel that appraisal is true reflection of their work.
6) Proper training is to be provided with improve their performance.
7) Employees feel that the appraisers should be provided with adequate
job related information at the time of ratings.
8) If an employee finds any problem with his performance, those
problems have to be dealt quickly.
9) Few employees fell the appraisal system is not fair when it comes to
measuring their performance.
10) The training recommendation in the developmental plan is not
implemented.

SUGGESTIONS

1) Appraisal should be based on educational qualification individual

behavior and performance.

109
2) Management should be introduced self appraisal system and
performance should be evaluated on weekly bases personnel
3) Department should play on active part setting all above information
4) Performance of un-employee can be correctly if it were compared
with some standards, it would be more effective if the existing system were
modified with new standards. Employees one to be motivated with
awareness programs to mobilize them as a term effect.
5) Problems relating to the performance should be dealt quickly.
6) Training recommended in developmental plan should be
implemented.
7) It must be made sure that the ratings reflect the actual performance of
the employees.
8) The organization should create a kind of mutual trust and confidence
among superiors and subordinates.
9)The HR department should make sure the recommended trainings are
implemented.

METHODOLOGY OF THE STUDY

110
 While deciding about the method of data collection to be used for the
study, we have to consider two types of data; one is primary data, the other
is secondary data.

Primary data are those, which are collected afresh and for the first
time, and thus happen to be original in character.

Where as secondary data are those which have already been collected
by someone else and which have already bee passed through the statistical
process.

The methods of collecting primary and secondary data differ since

primary data is to be originally collected, while in case of secondary data the
nature of data collection work is merely that of compilation.

Primary Data:

In primary data collection, I followed two methods.

Interview Method: This method comes under primary data. This method
involves presentation of Oral-verbal stimuli and reply in terms of oral-verbal
responses. This method also includes personal interviews, which are useful
in collecting data by asking questions in a face to face contact to other
person.

111
Questionnaire Method: This also comes under primary data. I this method a
questionnaire sent to the persons or employees concerned with a request to
answer the questions and return the questionnaire. A questionnaire consists
of number of questions printed or typed in a definite order. The respondents
have to answer the questions on their own.

Secondary Data:

Secondary data may either be published data or unpublished data.

Published data are available in various publications of the central, state or
local governments. This is also collected from various books, magazines and
news papers. The sources of unpublished data are many like diaries, letters,
unpublished biographies ad auto biographies and also may be available with
scholars ad research workers, trade associations, labor bureaus and other
public/private individuals and organizations.

As compared to secondary data the primary data is more factual.

QUESTIONNAIRE

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Name………………………………………………………………………
Employee No. …………………., Experience…………………………..
Designation……………………… Department…………………………

1. Are you fully aware of performance appraisal system in your

company?
a) Yes b) No
c) To some extent

2. Are you participating in performance appraisal?

a) Yes b) No

3. Do you have any feedback of your performance?

a) Yes b) No
c) Some extent

4. Are you satisfied with the present performance appraisal system?

a) Yes b) No

5. To what extent are you satisfied with the Performance appraisal

system?
a) Fully b) To some extent
c) Can’t Say

6. Do you think performance appraisal is important in all types of jobs?

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 a) Yes b) No

7. What is the purpose for performance appraisal in your organisation?

a) Promotions b) Increments
c) Career Development d) Training

8. Is the present appraisal system helpful for the development of

individual employee?
a) Yes b) No
c) Upto certain extent

9. When you have self appraising?

a) Quarterly b) Half-yearly
c) Annually

10.Are you satisfied with the quality of work assigned to you

a) Completely b) Partly
c) To some extent d) Not at all

11.Does the company maintained any records of self appraisal?

a) Yes b) No

12.Do you feel that job rotation will help in increasing the performance?
a) Yes b) No
c) Why

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13.Was the recent performance appraisal system is successful in
identifying your abilities?
a) Yes b) No
c) Why

14.What are the factors to be considered for evaluation?

a) Job knowledge b) Quality of work
c) Punctuality d) All

15.Are you satisfied with your reward system?

a) Completely b) Partly
c) To some extent d) Not at all

16.For what purpose is performance appraisal system used?

a) Finalization of increments b) Feedback from the boss
c) Identification of training needs d) All the above

17.Is it satisfactory when compared with previous year appraisal?

a) Yes b) No
c) Can’t say d) Some extent

18.Is performance appraisal system helpful to identify training and

development needs?
a) Yes b) No

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 c) Some extent
19.Do you co-operate with your superiors at the time of appraisal?
a) Yes b) No
c) As per requirements

20. Does the performance appraisal system contribute in improving

the overall performance at Mind Links?
a) Yes b) No
c) Some times

The data collected through the above questionnaire will be used for
our academic purpose only and will be kept confidential.

Thanking you

BIBLIOGRAPHY

• Human Resource Development – P.C. TRIPATI.

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• Human Resource Management
• Personnel Management
• Human Resource Introduction
• Human Resource Management
• Research Methodology
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– C.B. GUPTHA.
– C.B. MOMORIA.
– P. SUBBA RAO.
– K. ASWATHAPPA.
– C.R. KOTHARI.