ABSTRACT

It is a well-established fact the people differ in their abilities and aptitudes. These differences are natural to a great extent and cannot be eliminated completely by giving them education and training. There will always be some difference in quality and quantity of work done by different employees. Therefore it is necessary for the management to know these differences so that it may develop certain programs in the organization for those employees who posses better potentials so that they may be developed to accept the challenges of higher jobs or wrong placement of employees may be rectified .The individual employee may also like to know his capability in terms of his performance on his capability in terms of his performance on the job qualitatively and quantitatively in comparison to his fellow employees so that he improve upon it. No firm has a choice as to whether or not it should appraise its personnel and their performance but the choice lies between the systematic and the unsystematic or casual appraisal. The system of appraising the man is not new but the systematic approach of evaluating the man is by any means a new development .The technique of appraising the man by supervisors or others is widely known as Performance Appraisal .It is also sometimes termed as Personnel Performance Evaluation, Merit Rating. Thus main objective of the project is to study the Performance Appraisal process being practiced in United Breweries Limited and evaluate its effectiveness. This project aimed at finding out effectiveness in terms of familiarity, and satisfaction level of performance appraisal among the employees United Breweries Limited. The project also focuses on finding out how performance appraisal is matching in meeting the companys goals and objectives.

METHODOLOGY
The research methodology used in the project is the descriptive approach and it is done among 200 employees .The main sources through which data is collected are 1. Primary data 2. Secondary data The data collected for this research is through primary data collection method. The instrument used for collecting primary data is structured questionnaire filled up by the employees Statistical tools were used to find inferences between the variables and analyzing the results. The following are the tools used.

1) 2) 3)

Kalmograv Smirnov Test Chi Square test (2) Spearmans Rank correlation

INTRODUCTION
An organizations goals can be achieved only when people put in their best efforts .How to ascertain whether an employee has shown his or her best performance on a given job?. The answer is Performance Appraisal. Employee assessment is the fundamental job of HRM, but not easy one though. Thus Performance Appraisal is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development .The performance is being measured against such factors as Job Knowledge, quality, initiative, leadership abilities, supervision, co-operation, versatility etc. It is systematic in that it evaluates all performance in the same manner utilizing the same approach so that the ratings obtained to separate personnel are comparable. It is undertaken periodically according to plan .The essential purpose is the accurate measurement of human performance It attempts to reduce, if not eliminate human bias and prejudice, by means of a system that is subject to impartial review and check. Often such personnel performance appraisal are labeled as ratings where an individual employee, after comparison with another, is rated or ranked as Excellent, normal or average and are commonly used for determining an employees eligibility for promotion or transfer and widely being used for the development of the individual. Any appraisal program will involve time and money .The wise manager should plan up a program with the minimum cost to give maximum benefit .The rationale for using any particular method should be determined by the size ,financial resources ,and philosophy of the organization .

Appraisal can be made by one or more superiors or subordinates or by the peers .There can also be committee of members from various related departments to appraise an employee. There may even be a system of self appraisal in which each employee evaluates his own performance and potential.

STATEMENT OF THE PROBLEM

To evaluate is to assess the worth or value. In social life, we generally evaluate or appraise the behavior of others in relations to our own needs or goals. Appraisals are judgments of the characteristics ,traits and performance of others. On the basis of these judgments, we assess the worth or value of others, and identify what is good and bad. In industry, performance appraisal is a systematic evaluation of personnel by supervisors or others familiar with their performance because employers are interested in knowing about employee performance. Employees also wish to know their position in the organization. Appraisals are essential for making many administrative decisions: selection, training ,promotion ,transfer ,wage and salary administration ,etc .Besides ,they aid personnel research .Performance appraisal thus is a systematic and objective way of judging the relative worth or ability of an employee in performing his task .Performance appraisal helps to identify those who are performing their assigned tasks well and those who are not and the reasons for such performance . Differentiating between individuals is easy provided one knows what aspects to take into account. Identifying performance measures is easy if job is clearly defined but difficult if it is broad. At the lower levels of an organization, there are specific jobs and certain tangible and objective standards of performance can be identified. Further up in the hierarchy, jobs become more complex and clearcut, tangible standards of performance are difficult to specify. Irrespective of the level by and large, most companies use various parameters for measuring the performance like quality of work, quantity of work, job Knowledge, meeting the job requirements, initiative, team working, communicative etc. And they would be rated in accordingly quarterly, half yearly or annually depending on companys policies.

Many companies would have a standard format for appraising the performance. Ironically many of the employees would not know the norms of the appraisal and to the surprise many of them may not be fully familiar with contents of the appraisal form. This would be great hazel for the company as well as to the employees because if the employee is not aware of what basis he is appraised, he may not put up all his efforts for better improvement which indirectly effects the companies profits by not meeting the companies objectives and targets. Thus this project A Study On Effectiveness of Performance System aims at complete study on performance appraisal system and finding out effectiveness of the system in terms of familiarity and satisfaction level of the employees in UNITED BREWERIES LIMITED,Bangalore.

OBJECTIVES OF STUDY
To find out the effectiveness of PA system To Know employee satisfaction on PA system To suggest improve the employee satisfaction on PA system To find the opinion of employees on various factors involved in PA system To find out the openness of personal department in PA

REVIEW OF LITERATURE

Once the employee has been selected, trained and motivated, he is then appraised for his performance. Performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees .If any problems are identified steps are taken to communicate with the employee and to remedy them. A Performance Appraisal is a process of evaluating an employees performance of a job in terms of its requirements. It is the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed, for purposes of administration including placement, selection for promotion, providing financial rewards and other actions which require different treatment among the members of a group as distinguished from actions affecting all members equally. _ Heyel Performance Appraisal seeks to provide an adequate feedback to each individual for his or her performance. It purports to serve as a basis for improving or changing behavior toward some more effective working habits .It also aims aat providing data to managers with which they may judge future job assignments and compensation -Levinso

Performance Appraisal determines who shall receive merit increases; counsels employees on their improvement ,determines training needs ,determines promo ability, identifies those who should be transferred -Ronald Benjamin

PURPOSE OF APPRAISAL It can serve as a basis for job change or promotion By identifying the strengths and weakness of an employee it serves as a guide for formulating a suitable training and development program
y y y

y
y

It serves as a feedback to the employee It serves as an important incentive to all employees The existence of regular appraisal system tends to make the supervisors and executives more observant of their subordinates

Performance appraisal often provides the rational foundation for payment of salaries and bonus

ESSENTIALS OF GOOD APPRAISAL SYSTEM

It must be easily understandable An appraisal plan must be integrated into the organization so as to have clear cut relationships between the appraisal plan and organization policies relating to performance of the employees.

It must have the support of all line people who administer it The system should fit the organizations operations and structure The system should be both valid and reliable

The system should have built in incentives that is a reward should follow satisfactory performance

The system should periodically evaluated to be sure that it is continuing to meet its goals

What should be Rated? The seven criteria for assessing performance are: 1. Quality 2. Quantity 3. Timeliness 4. Cost Effectiveness 5. Need for supervision 6. Interpersonal impact 7. Training

Trends in employee Appraisal

ITEM Terminology Purpose

FORMER EMPASIS Merit Rating

PRESENT EMPHASIS Performance Appraisal

Determine qualifications for Development of the individual, wage increase, transfer, improved performance on the job, and provide emotional security For technical, professional and managerial employees

Application

promotion, lay- off For hourly paid workers

Factors Related

Heavy emphasis on personal traits

Results, accomplishments, performance Mutual goalsetting, critical incidents, group appraisal, performance standards, less quantitative

Techniques

Rating scales, Statistical manipulation of data for comparison purpose

Post Appraisal Interview

Superior communication his Superior stimulates employee to rating to employees and tries analyze himself and set own to sell his evaluation to him; objectives in line with job seeks to have employee conform to his view requirements superior is helper and councilor

Approaches to Performance Appraisal:

1. A casual ,unsystematic and haphazard appraisal: This method was commonly used in the past .The basis of this method are seniority or quantitative measures quantity and quality of output for the rank and file personnel

2. The traditional and highly systematic measurement: This measures the employees characteristic and employee contributions or both. It evaluates all the performances in the same manner ,utilizing the same approach so that the ratings obtained of separate personnel are comparable

3. The behavioral approach ,emphasizing mutual goal setting: here emphasizes has been laid upon providing mutual goal setting and appraisal of progress by both the appraiser and the appraise .This approach is based on the behavioral value of fundamental trust in the goodness ,capability and responsibility of human beings.

The Evaluating Process The process of performance appraisal follows a set pattern viz, a mans performance is periodically appraised by his superiors. Questions are raised .Is his potential the greatest as a manager or as a staff specialist? What are his strengths and weakness? Where can he make his great contribution? Next sometimes in consultation with the man himself, tentative decisions are made on what might be done to advance his development.

Thus the process would involve following steps

ESTABLISH PERFORMANCE STANDARDS

COMMUNICATE PERFORMANCE EXPECTATIONS TO EMPLOYEES

MEASURE ACTUAL PERFORMANCE

COMPARE ACTUAL PERFORMANCE WITH STANDARDS

DISCUSS THE APPRAISAL WITH THE EMPLOYEE

IF NECESSARY, INITIATE CORRECTIVE ACTION

TOOLS/METHODS FOR APPRAISING PERFORMANCE:

Several methods and techniques of appraisal are available for the measurement of the performance of the employee .The methods and scales differ for obvious reasons 1. They differ in the sources of traits or qualities to be appraised. 2. The variations may be caused by the degree of precision attempted in an evaluation. 3. They may differ because of the methods used to obtain weightings for various traits.

Methods of Performance appraisal

Traditional Methods Straight Ranking Man-to-man Comparison Grading Force choice Description Graphic Rating Scales Forced distribution Method Check Lists Free Form Essay Method Critical Incidents Group Appraisal Field Review Method

Modern Method Assessment Centres Behaviorally Anchored Rating Scale

COMPONENTS OF APPRAISAL EVALUATION

 

Who of the Appraisal What of Appraisal

 The Why of Appraisal  The When of Appraisal  The where of Appreciation

Common Pitfalls in Appraisal:

 There is often tendency to rate not only the employee but also the job  Errors are introduced in the appraisal because of a defect or bias in the person

conducting the appraisal

 As Appraisal are in fact opinions ,it is difficult to remove from the subjective element

whilst making the judgment



Performance appraisal do require a lot from the supervisor as they require periodic observation of subordinates performance by them which becomes difficult in case of a first line superior have a large number of subordinates

 There is often a large variations in the standards and ratings because some raters are

tough where as others are lenient

 There is often lack of communication where by the employee does not know how he

is rated
 Often Superiors are reluctant to give a low rating to ineffective subordinate and gives

him an average rating

 Sometimes communication of the rating of the employee if done properly would be

taken as criticism and may even result in his performing more poorly

LIMITATIONS OF THE STUDY

The researcher has made efforts for an errorless study but the following limitations were occurred
 The survey was restricted to only in United Breweries Limited and the sample

size was 200

 There may be some changes if the sample size and the geographical

segmentation were increased

 Time was a handicap for a detailed study  A few respondents might have been given biased information, which may affect

the reliability of the results

 Unwillingness and inability of the respondent to provide information

COMPANY PROFILE
History of UB & recent developments:
On March 5I1 9 5 Mr. Thomas Leishman purchased 5 breweries in South India (the oldest of which is Caste Breweries, dated back to 1857) to form United Breweries Ltd & its

registered office was at Chennai . Immediately the brew from UB became a favorite, especially with the British troops around Madras, Bangalore and the Nilgiris. So began the history of Beer in India and the history of Beer Division of United Breweries. The company was bought by late Mr.Vittal Mallya in 1947, and since then has never looked back. In 1952 the Company shifted its registered office from Madras to Bangalore In 1988 the name of the Company was changed from United Breweries Ltd. to UB Ltd. In 1989 a a measure of diversification, the Company started manufacture of bulk drug, and pharmaccuticals on a priority basis. In 1992. II different breweries were amalgamated with the parent company. Today each one of the 32,000 Beer outlets in India sells one brand or the other from United Breweries. UB is the market leader in the Indian beer market with a 40% market share. Its flagship Kingfisher brand alone commands 25% market share. UB is in the process of strengthening its core brands. UB has formed as new subsidiary. Millenium Alcobev, to develop strong

regional markets for its beer brands. It launched a new brand King Fisher Gold during the year. The company has also tied up with some of the breweries of Mohan Meakins for beer manufacturing. Recently it has also acquired 31% stake in Inertia industries manufactures of Sandpiper beer.

Background & inception of the company:

KBIL as established in January 21st 1986 by acquiring a sick unit & an IMFL unit located in 9th mile Peenya Industrial estate. It had a share capital of Rs 15 Cr divided into 5,00,000 equity shares. Its reiste1ed Head Office was located at 9th mile Tumkur Road, by additional funds it started manufacturing reputed brands like MC Dowell, DSP in the country. The company set up a most modern brewery in the South Asia at 20th mile ,Tumkur Road Bangalore . Until 1994 the concern was restricted to hot drinks only In 1994 when UB group took bottling Unit on lease for kingfisher beer the capacity ot the plant was 3,00,000-3,50,000 cases I month.

Expansion occurred in three phases to become one of the largest Beer manufacturing unit in India    In 2002 11cm 3,5O.OOO to 5,50,OOO cases / month In 2003 from 5.5OOOO to 7,50,000 cases / month. In 2006 From 7,50,000 to 9,5O,OOO cases I month.

UB group has taken over the K.B.D.L plant in January 2007 from Mr. Adikeshaw and after amalgamation in the April 2007, Brewery section name is retained as Karnataka Breweries & Distilleries Pvt Ltd., whereas IMFL section in called KBD Sugars & Distilleries Pvt Ltd., This acquisition of K.B.D.L funded from the each raised through the strategic alliance with Scottish & New castle Ple., UK & City Bank. Also approved unanimously was the special resolution on the issuance of 3,779,522 equity shares of Rs. 10 each to Scottish & New castle India Limited (SNIL) constituting 17.5% of the post issue equity share capital. In addition, the company was also authorised to issue Warrants convertible into a maximum of 5,109.198 equity shares at Rs. 575 per share within a period of 18 months from the date of issue. Pursuant to SNIL agreeing to subscribe to these equity shares. SNIL would make an open offer to the public to acquire up to 20% of the total post issue, paid up equity share capital. UB Limited would also allot Preference Shares of Rs.100 each to SNIL as follows: a) 17.283.000.3% Cumulative Redeemable Preference Shares- Series A of Rs. 100 each at a price of Rs. 100 each and. b) 7,407.000.3% Cumulative Redeemable Preference Shares- Series B of Rs. 100 each at Rs.1000 each.

Nature of business carried out Business description U.B Holdings (UBH) the holding company of the Rs 45bn Group,
 UB Networks (Bangalore)  The Asian Age (South) Ltd  UB Global Corporation Ltd  M.C.F Agro Chemicals Mangalore.  UB Information & Consultancy Services  UB Transit Systems Ltd  UB General Investments Ltd  UB Pharmaceutici1s Ltd. MWP Ltd  UB Publications Ltd  Low cost Kingfisher Airline

The Company is accredited with following internationally acclaimed standards

UB Ltd., is a ISO 9001-2000 ISO 1400 OSHAS 18001 certified company. . It is one of the largest plant is India which has further capacity for expansion up to 10.11 kh cases/ month. The Groups principal activity is the production & sale of Beer.  Continual improvement in Environmental Management Systems to protect our natural environmental and control pollution.  Promotion of activities of conservation of resources by Environmental Management  Enhancement of Environmental awareness amongst our employees, customers and suppliers.

 Assist and co-operate with concerned Government agencies I Regulatory bodies engaged in environmental activities offering BHELs capabilities to the field

QHSAS 18001 : Occupational Health and Safety Policy

UB Ltd., is committed to provide safe and healthy working environment to all employees as an integral part of business performance through setting objectives and targets to eliminate! control! minimize risks due to occupational and safety hazards

Vision Mission & Quality policy Vision

To create 1 FORCE Ic.. to build a integrated , committed, competent team of work force to perform and there by retain the leadership position iii the business by meeting the consumer expectations.

Mission
 We are a large, international group based in India. We operate a broad spectrum of business in association with world leaders.  We will be the recognized leader in our target markets.  We will be the preferred employer wherever we operate.  We recognize that people are our most valuable asset.  We will he the partners of choice for customers, suppliers, and other creators of innovative concepts  We will be a major contributor to our National Economy and take full advantage of the strong resource base that we have.  We will continually increase the long-term value of our group for the benefit of our shareholders.

 We will operate in a decentralized manner, allowing each business to develop within our values.  We commit ourselves to the ongoing mission of achieving scientific Excellence.

Quality policy
 Quality leadership is vital to the long-term success of the UB group in an increasingly competitive market place.  Building Quality into our work place, products and services is essential to a successful future for our customers, suppliers, communities, and shareholders.  The UB Group will work to provide products and services that always meet or exceed expectation.  Management will commit resources and create environment in which each employee can contribute skills. talents and ideas to a never-ending of improvement and investment in all aspects of our business.

Philosophy
United Breweries Ltd. believes in the Japanese 5s Philosophy. They are SEIRI SEITON SEISO SORTING SYSTEMATIZING CLEANING

SEIKETSU STANDARDISING SITSHUKE SELF DISCIPLINE

Product profile
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 King fisher London Pilsner (S) KFPL KF (S) KF (S) Brown Sand Piper KF (S) Super Jaguar UBEL Charger KBL (S) KF (P) KBL (P) Ice Premium Zingaro 650 ml Brown 330 ml 330 ml Brown 330 ml 650 ml 650 ml 330 ml 330 ml 650 ml 650 ml 650 ml 650 ml diet 650 ml -

Competitors information  South African Breweries India Ltd (5th largest in world)- Knock-Out, Continental and Three Lions  Shaw Wallace- Royal Challenge Premium Lager, Lal Toofan, 2000 Premium Lager Haywards 5000 Super Strong.  Australian- Fosters Beer.  Other Local brands in the country- Golden Eagle, Carling Black Label, and Maharaja Premium Lager etc Hi- Five, Haywards

Infrastructure facilities
 Head Office (Marketing & Finance Departments) in Bangalore  Plant is located neat Highway (NH- 4 )  Layout total area measurement 42 acres  Well maintained Tenp1e, Garden & Plantation  High speed intranet facility called Navision ( Microsoft )

 R & D facility.  State of art automated Plant  Capacity plant 9.6 lakh cases /month  Highly automated Bottling & Packing unit.  Large Ware house facility.  Utilities -Boiler -16 T/hr . Refrigeration unit-600 TR, WTP-60m3 /hr, D.M.P-25m3/hr.

Achievements
 The largest selling Beer in India & Commands a 30% market share in the country.  Available in 52 countries across the globe.  6 bottles of Kingfisher arc sold every second in India  The first among Indian brands to lunch its own range of designer wear.  The only Beer in India that can be purchased online.  First to launch ready todrink low alcoholic beverages. AWARDS  Won the Worlds best Lite Lager Award at the Stockholm Beer Festival in 1994.  Won the Worlds best Lite Lager Award at the Stockholm Beer Festival in 1995.  Won the Gold medal at the World Beer Championship held in Chicago in 1997.  Won the first prize for the label work category at the Asian Grand Prix Cyrel 2000 Label award.  Won Prize in the International Beer Awards organised by the New Zealand Hop Marketing Board.  Won the Bronze award at the Australian International Beer Awards in the International Packaged Beer Section for the year 2000.

Future growth & progress

There is a proposal [or the expansion by the end of the year from the existing 9.5 lakh cases /month to 1 0. 1 lakh cases month. There is ample of opportunity to adapt new technology which will increase the efficiency of the plant & helps to manufacture quality product to meet the future market trend. They are also into R & D work to increase the shelf life of the Beer ,so that it could be easier to store for a I anger period & able to market it properly in different places

RESEARCH METHODOLOGY
The following points are considered in carrying out the research. A. RESEARCH METHODOLOGY: A research design is purely ad simply the framework a plan for a study that guides the collection and analysis of the data. Descriptive Research Here the research is been done on 200 members through a media of questionnaire

B.

DATA COLLECTION METHOD: The main sources through which data is collected are 1. Primary data 2. Secondary data The data collected for this research is through primary data collection method. The instrument used for collecting primary data is questionnaire from the employees.

E. SAMPLING TECHNIQUE
Non probability (non random ) sampling method is used in this project.

F.

STATISTICAL TOOLS USED: Statistical tools were used to find inferences between the variables and analyzing the results. The following are the tools used.

1)spearmans rank Correlation 2) Kalmograv Smirnov Test 3) Chi Square test (2)

DATA ANALYSIS
&

INTERPRETATION

TOOLS USED FOR ANALYSIS KALMOGROV SMIRNOV TEST

The Kalmogrov Smirnov Test (KS Test) tries to determine if two data sets significantly. The KS test has the advantage of making no assumption about the distribution of data. (Technically speaking it is non-parametric and distribution free).

It is a goodness of fit used to examine the distribution function of the random variable (X).

Test statistics T

Sup | F (x) S (x) | Supremum of the absolute value of the difference between F (x) and S (X)

H0 is rejected if T exceeds the 1 quantile (W1 - ) of the Kalmogrov Smirnovs Statistic.

TO FIND OUT THE DISTRIBUTION OF RESPONDENTS RATING PATTERN ABOUT WHETHER PRESENT PA SYSTEM IS TO BE IMPROVED H0: Response Pattern obtained is uniformly distributed H1: Response Pattern is not uniformly

distributed Opinion F (x)

Cumulative Percentage

Null Hypothesis S (x)

Cumulative Percentage

Difference F(x) S(x)

STRONGLY AGREE AGREE NEITHER DISAGREE STRONGLY DISAGREE

0.18 0.34 0.24 0.16 0.08

0.18 0.52 0.76 0.92 1

1/5 2/5 3/5 4/5 5/5

0.2 0.4 0.6 0.8 1

-0.02 0.12 0.16 0.12 -

TEST OF UNIFORM DISTRIBUTION Calculated Value is:

T (F (x) S (x))
Tabulated Value is

= 0.16

T (tab) = 1.22 / "n When n = 5, T (tab) = 0.5456

for 5 % significance level.

Calculated value is less than tabulated value. H0 is accepted. INFERENCE: Response pattern obtained is uniformly distributed.

CHI SQUARE TEST

Chi Square is an importance non parametric test and as such no test are necessary in respect of the type of population. We require only the degree of freedom (implicity of course the size of the sample) for using this test. As a non parametric test, Chi square can be used (i) as a test of goodness of fit and (ii) as a test of independence. Since the researcher used test of independence only the details about test of independence is given below. TEST OF INDEPENDENCE 2 test enables us to explain whether or not two attributes are associated. In order that we may apply the chi square test either as a test to judge the significance of association between attributes, it is necessary that the observed as well as theoretical or expected frequencies must be grouped in the same way and theoretical distribution must be adjusted to give the same total frequency as we find in case of observed distribution. Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoretical values obtained under some theory or hypothesis. This test is known as 2 test of goodness of fit. Karl Pearson proved that the statistic 2 = (O E) 2 / E O Observed Frequency E Expected Frequency 2 is used to test whether difference between observed & expected frequencies are frequent.

To find 2 table value degree of freedom should be calculated. Degree of freedom is calculated using the formula (r 1)(c 1). The table value for this degree of freedom is seen using 5% or 1% of significant level. If 2 table value is greater than 2 calculated value, Null Hypothesis is accepted or Null Hypothesis is rejected. To determine whether there is significant difference between gender & whether PA is inherently unfair Ho: There is no significant difference between gender & whether PA is inherently unfair H1: There is significant difference between gender & whether PA is inherently unfair

GENDER CHOICE MALE FEMALE TOTAL

NO OF RESPONDENTS YES 28 20 48 NO 104 48 152 TOTAL

132 68 200

Expected Frequencies are:

(48 * 132) / 200 = 31.68

(152 * 132) / 200 = 100.32

(48* 68) / 200 = 16.32

(152 * 68) / 200 = 51.61

SUMMARY
&

CONCLUSION

FINDINGS OF THE STUDY.

y y

All the respondents feel that PA is conducted every year in the company. Majority of the respondents feel that job increments and promotions are strictly based on PA and whereas few of them feel that it is not strictly based on PA.

Majority of the respondents feel that PA objectives are partially informed, some of them feel it is clearly informed and whereas few of them feel that it is not informed at all.

Majority of the respondents feel that purpose of PA is for promotion, some of them feel it is for salary increase and whereas few of them feel it is for training and development.

From the table it is seen that the ranking of methods employed in PA is give below:

FACTORS GRADING RANKING METHOD CHECKLIST METHOD FORCED CHOICE METHOD

y

RANK II I III IV

58% of the respondent feel that feedback on PA is not collected and whereas some of them feel that feedback on PA is collected.

Majority of the respondents opinion regarding present PA system in the company is good, some of the respondents opinion is average and whereas few of the respondents opinion is poor. ! Majority of the respondents opinion regarding the factors covered in PA is good, some of them feel it is average and whereas few of them feel it is poor.

Majority of the respondents agree that improvements has to be made in PA, some of them neither agree nor disagree ad whereas few of them disagree that improvements has to be made in PA.

Majority % of the respondents prefers PA by the HR department, some of them prefer by third party and whereas few of them prefer through top level management.

Majority of the respondents agree that present PA system is to improved, some of them neither agree nor disagree ad whereas few of them disagree.

Majority of the respondents suggest 360 degree appraisal for PA, some of them suggest appraisal by result and whereas few of them suggest essay method.

SUGGESTIONS
The top management should take up periodic programs to explain the objectives and the related issues to the executives and queries should be thoroughly cleared It is necessary to improve the performance analysis and review system in following areas
y y y y

There should be clear definition of rewards basing performance PA S should have direct bearing in promotions PA should be incident specific & productivity linked & not as per personal linking. Self-appraisal discussion with the assessing officer & then the officer recording his appraisal will be ideal. Awareness is less in catering department

Employees to work hard to achieve & a panel of officers with which interaction happens during the course of your job should be appraising officer

Every year a appraisal letter should be given to employee because that can make a employee to show great affection to their job ascertained ! Subordinate & peers also should have a role in individual s assessment Before or during PA, the reporting officer may discuss with the employee about his plus or minus points in order to educate & improved the employee s performance in future

y y

Most of the assessment is based on personal interaction with evaluating officer Instead of giving overall rating in the paper good workers should be appreciated by the way of given extra perks or increment

The decision obtained at performance analysis should be implemented.

CONCLUSION
The effectiveness of a system is to be determined by the people in it, the system cannot become effective automatically. Simply by basing upon few assumptions about the people involved in it. The same is the case with the executive appraisal system of United Breweries LImited a considerable number of them have come under Halo effect and stereotyping Objectives of the appraisal system are not clear to most of the employees and behavioral dimensions are not clearly understood Unsatisfactory opinion in respect of existing system and self-assessment Wide gap between formal appraisal system and self-assessment Training needs are not met by the organisation inspite of doing serious exercise in identifying them There is lot of paper work in this system of appraisal by which the appraisal is time consuming The analysis has shown that most of the executives are in favour of a better appraisal system, which is more transparent and has provisions for unbiased assessment of performance

B L G AH IB IO R P Y

BIBLIOGRAPHY

PERSONNEL MANAGEMENT STATISTICAL METHODS MANAGING HUMAN RESOURCES HUMAN RESORCE MANAGEMENT

C.B.MAMORLA, S.V.GANKAR S.P.GUPTHA BOHLANDER ASHWATHAPPA

QUESTIONNAIRE

1. Gender : Male 2. Employee Category: 3. Age Group: 4. Experience:

Female

5. Is every year PA is conducted by the company? Yes No

6. Job increments and promotions are strictly based on PA? Yes No

7. PA objectives are Clearly informed Partially informed Not informed at all 8. Is PA inherently unfair

Yes

No

9. PA serves the purpose of

Salary increase Promotion Training and development Feedback

10. What methods are employed in PA

Grading Ranking method Checklist method Forced choice method

11. PA forms/procedures are Management oriented Employee oriented

12. After PA, Feedback on PA is collected Yes No

13. The opinion on present PA system in the company? Very good Good Average Poor

14. Your opinion on the following factors covered in PA? FACTORS VERY GOOD Job knowledge Quality of work Quantity of work Ability of work Hard work Manner & obedience GOOD AVERAGE POOR VERY POOR

15. What is to be improved in PA? FACTORS Strongly agree Agree Neither Agree nor disagree Appraisal by result Confidentiality Critical attributes Role related attributes Post appraisal actions Feedback on PA Disagree Strongly disagree

16. Among the following which one do you prefer? PA by the HR department PA by the third party PA by top level management Assessment center