INDEX

SI. NO. CONTENT PAGE NO.

1. PREFACE 01
2. COMPANY PROFILE
3. PRODUCTION PROCESS 11
4. QUALITY TESTING PROCESS 14
5. PERFORMANCE APPRAISAL 17
6. REVIEW OF LITERATURE 29
7. PERFORMANCE APPRAISAL AT SPPL 35
DATA ANALYSIS &
8. 45
INTERTRETATION
9. METHODOLOGY 60
10. LIMITATION 64
11. SUGGESTION 66
12. CONCLUSION 68
13. BIBILOGRAPHY 71
14. QUESTIONNAIRE 73
 PREFACE
The performance appraisal system is a detailed account of the evaluation
process used to assess the performance of employees within an organization.
This report aims to provide an overview of the objectives, methodology,
findings, and recommendations of the project.

The primary objective of the project was to identify the strengths and
weaknesses of the existing performance appraisal system and suggest
improvements to enhance its effectiveness. The report outlines the various
methods and tools used to evaluate the performance of employees, including
self-assessment, peer evaluation, and supervisor feedback.

The methodology section of the report describes the approach taken to

collect and analyse data. The report includes a detailed analysis of the results
obtained from the evaluation process, including an assessment of employee
performance and feedback from managers and supervisors.

Based on the findings, the report provides recommendations for improving

the performance appraisal process, including the development of a more
structured approach to performance evaluation, the implementation of
regular performance reviews, and the use of technology to streamline the
appraisal process.

Overall, the performance appraisal project report provides valuable insights

into the performance evaluation process and offers practical
recommendations for enhancing the effectiveness of the appraisal system.

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COMPANY
PROFILE

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SHREE PLASTICS PRIVATE LIMITED – an overview

Type private limited company.

Founded 15th August 1996
Inaugurated by DGM (SBI), BAM
Headquarters SHREE PLASTICS (P) Ltd. Andhapasara
Road, BERHAMPUR-3
Place of operate Andhapasara Road, BERHAMPUR-3
Key peoples J. SACHIDANANDAN PRUSTY, J. SAROJ
PRUSTY

Industry RIGID PVC PIPES & FILTER, BLUE&GREY

Products PVC, HDPE, GARDEN & SUCTION PIPES
Land 1 Acre.
Employee strength 50

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INTRODUCTION

The origin of Shree plastic company on 15th august 1997, was a dream comes true
for two young entrepreneurs from Berhampur. On this day their company Shree
plastics private limited (SPPL) started production of PVC pipes under the brand
name "Sriplast". The need to be different from their colleagues in college, was the
driving force behind the Endeavour to become entrepreneurs. The idea of getting
into this highly competitive market of PVC pipes, was instrumental in shaping their
thinking, that to be successful, they would require the best technology for
producing high quality product and also be competitive in the market. The end
result was a plant commissioned with German machinery and technical know-how.

The journey of SPPL began with the ambition of providing the end user a wide
range of rigid PVC pipes by maintaining high quality standards of the product and
also following it up with providing the end user quality after sale service. SPPL'S
mandate has been very clear- Once a person becomes customer of our product, then
the relationship should be a friendship. To faster the relationship between SPPL
and customers, it focuses on the product strength and the benefits the customers
derive from it must be of good quality, durability and cost-effectiveness.

SPPL from its inception was very focused on maintaining high standards of
management. This led SPPL to follow and obtain all necessary certifications and
clearances from the industry related organizations. Today all the products of SPPL
are having certification and standardization by the BIS. SPPL's product are also
under the EPM rate contract because the state government is one of the major
customers. The welfare of the employees has led SPPL to register itself with EPF

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and ESIC authorities. SPPL's commitment towards a clear transparent management
has helped it to be certified as an ISO 9001:2000 company, from QSI America

SPPL today manufactures a range of rigid PVC pipes with standards like ISO:
4985:2000 for potable drinking water. Screen and cashing pipe for Bore/ Tube well,
pipes for soil and waste discharge system are also manufactured in accordance with
standard specifications. SPPL has developed a large portfolio of rigid PVC pipes,
the utilization of these can vary from simple domestic water supply to highly
technical industrial applications like effluent management to handling of dry
materials like sand, cement and rock salt. This provide SPPL with a large market
base, domestic, agriculture, government departments like RWSS, PH, OLIC, and
various water supply schemes under DWSM and also major PSUs like NALCO
and HALL as well as to defence projects. "Sriplast" is today well- known brand
name in the state and is making steady in roads into neighbouring West Bengal and
Andhra Pradesh. SPPL's ultimate aim is to each reach the standards and meets the
demands of its customer to their full stratification and to live up to its dream for
making "Sriplast the ultimate name in quality.

 COMPANY POSITION

While the Shree plastic company is worldwide company with some of the
world's most widely recognized brands. The Shree plastic business in Orissa as
in each place where they operate is local business, the pipes are produced
locally, employing Indian citizens. Our product range and marketing reflect
Indian requirement for his better life style, and we are deeply involved in the life
of the local communities in which we operate.

 CORPORATE GOVERNANCE:

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 Under the direct interference of some of the directors right from purchase of raw
material with strict watch and ward of its raw material compounding and strict
vigilance on production then quality check of every batch of production

 MANUFACTURING FACILITY:

We have adopted an ultra-technology extrusion machine for manufacturing most

qualitative product of PVC pipes from Kabra Extrusion Technik Ltd, and all its
post extrusion process require machineries are available at own premises. Apart
from this we have in house testing laboratories.

 MILESTONES:

For the last 15 years we have been registered with EP&M (a wing of industry
department of Odisha) which help us in supplying various government
departments' orders. The company has obtained the ISO certification QSI,
America because of its total quality management. All the employees are
registered with EPF and ESIC.

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 MANAGEMENT PHILOSOPHY

 CORPORATE AREA:

The major concept of the management philosophy is to remain in

requirement industry and not diversity in the other areas. In facts the plastic
industry requires more capital & produces maximum returns. The return
from the Indian market is tapped to the most management as whole believes
in to the national market.

 FINANCIAL AREA:

The corporate objectives are to increase the share owner value. The
management believes that increasing the share owner values it requires
consistent growth in financial result complemented by effective use of the
cash flow.

 HR AREA:

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 At Sriplast company human resources are considered as the key to success
through which the group strives to provide enduring value to all its business
constituents, customers, suppliers. employees, leaders and stock holders

 MARKETING AREA:

The management at Sriplast company is committed to superior market place

execution This is achieved by decentralized operating structure that place the
responsibility, authority and accountability as close to the customer as
possible

 TRADE MARK:

15th august 1997 was a dream comes true for two young entrepreneurs from
Berhampur. On this day their company Sriplast plastics private limited
(SPPL) started production of PVC Pipes under the brand name of
"SRIPLAST "TM. The need to be different from their colleagues in college
for was the driving force behind their Endeavour to become entrepreneur.
The idea of getting into this highly competitive market of PVC Pipes was
Instrumental in shaping their thinking, that to be successful, they would
require the best technology for producing high quality product and also be
competitive in the market. The end result was a plant commissioned with
German machinery and technical knowhow

 QUALITY POLICY:

SRIPLAST is committed to manufacture & supply quality product

constituently meeting Customer Requirements and make continuous
improvement to meet Customer satisfaction.

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It aims to achieve this by following:

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 1. Provide to customer with quality product.
2. Provide appropriate training to all personnel to have all required skill &
knowledge to do the job correctly.
3. To have an involve committed work-force throughout the organization.
4. to work for continual improvement.
5. To implement controls & maintain quality management system based on
requirements of ISO 9001/2015

 CUSTOMER
 Our product goes to each and every comer of Orissa state through a
network of dealers and retailers. Especially in the costal districts
our brand has been acknowledged as a preferred product by all
types of customers. The product has a presence in neighbouring
states. E.g., West Bengal and Andhra Pradesh.
 Various Government departments of Odisha state are also our valued
customers, Viz, Rural Water Supply & Sanitation (RWSS)
Organizations: Public Health Department (PHD) Orissa Lift
Irrigation Corporation Limited (OLIC); Orissa Agro Industries
Corporation Limited (OAIC); and Municipalities/ NACS, Defence
Projects, etc.
 The company gives importance to certain exclusive strategy of
marketing. The moderate advance technology in knowledge &
"Sharing & Caring "connectivity plays a vital role in
Sustaining continued relationship with our customers.
 To promote user acceptance of the products, SRIPLAST
regularly organizes plumber "Training Camps, Dealer" meet and
technical seminars.
 OUR COMMITMENTS:
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 Our products must be produced under strict supervision to maintain the
prescribed standard and always satisfying our customers by delivering the
products in the time at the market competitive price.

 MISSION:

The mission of the Sriplast company is to increase share owner value over
time. The company accomplish the mission by working with its business
partners to deliver satisfaction and value to customer and consumer through a
national wide system of superior brands and services, thus increasing brand
equity on a global basis.

 VISION:
Provide exceptional strategic leadership in the Sriplast company system,
resulting customer preference and loyalty, through Sriplast commitment to
them, and in highly profitable Sriplast corporate branded system.

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PRODUCTIO
N
PROCESS

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Production process

For the quality PVC process, we have gone to erect the complete latest Plant
and Machinery designed under borrowed technology of German, which gives
0% error free qualitative products. We are using the indigenous best raw
material availed in various stations of the country. We do use the reliance
make PVC resin and apart from the said materials, various type of chemicals
in solid form are being used and procured on its best category and before
proceedings towards production process.

1) Each and every chemical are being examined thoroughly in our

internal laboratory for its performances and after obtaining the
genuine and positive certificate from the Laboratory,
2) The materials are delivered to the compound section at the second
stage of the production to make the mixing compound.
3) Just after completion of the mixing compound, it goes directly to
the extruder through auto pipe line process. This auto pipe line
process is one of the exclusive processes of the company to avoid
outside dust free compound
4) From the extruding process, the product goes to the cutter
automatically and the cutter cuts it within auto process only.
5)
6) Then it goes to the R&D department, batch wise samples for their
final pass and certificate and the certified material goes to the
respective department for the threading or belling.

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PRODUCTION
PROCESS

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QUALITY TESTING
PROCESS

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Quality testing process

The product testing process has been done with the view of
1. Density test
2. Opacity test
3. Hydrostatic pressure test
4. REVERSION test
5. Vicat softening temperature test
6. Registers to external test
7. Sulphated ash content test
The final output product after passed with all the above test the products are
ready to be sale
1. DENSITY TEST
The density of PVC is an important physical property that determines the
quality and suitability of the product for its intended use.
2. OPACITY TEST
Used to determine the degree to which a PVC film or sheet obscures light.
Opacity is an important property of PVC films and sheets that affects their
suitability for various applications, such as packaging and printing.

The opacity of PVC films and sheets can vary due to several factors, such as
changes in raw materials, processing conditions, and equipment variations.
3. HYDROSTATIC PRESSURE TEST
to ensure the structural integrity and leak-tightness of PVC pipes, fittings,
and other products that are designed to withstand high-pressure applications.

During the hydrostatic pressure test, PVC products are filled with water or
another suitable liquid, and pressure is applied to the interior of the product

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using a pump or other equipment. The pressure is gradually increased to a
specified level,
4. REVERSION TEST
Used to determine the degree to which the material tends to revert to its
original form after it has been deformed.

The objective of the reversion test is to ensure that the PVC material has
sufficient stability and does not revert to its original form after being
subjected to elevated temperatures or other stresses during processing or use.
5. ICAT SOFTENING TEMPERATURE TEST
The objective of the Vicat softening test is to determine the heat resistance of
the PVC material and its suitability for various high-temperature
applications. During the test, a small sample of the PVC material is heated
and placed under a specified load, and the temperature at which a needle
penetrates a specific depth into the sample is recorded.
6. REGISTER TO EXTERNAL TEST
to obtain third-party verification of the quality of the PVC products being
produced. External tests are typically conducted by independent testing
organizations or government agencies and can provide valuable information
on the physical properties, performance characteristics, and safety of PVC
products.
7. SULPHATED ASH CONTENT TEST
The objective of the sulphated ash content test in a PVC company is to
ensure that the PVC material meets the required specifications for the
amount of inorganic matter present. The test involves heating a small sample
of the PVC material to a high temperature until all the organic material has
been burned off. The remaining inorganic residue is then weighed, and the
percentage of sulphated ash content is calculated.

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PERFOMANCE
APPRAISAL

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INTRODUCTION TO PERFORMANCE APPRAISAL
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 remedy them.

“Performance Appraisal is a process of evaluating an employee

performance in terms of its requirements.”

Performance Appraisal can also be defined as “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 promotions, providing
financial rewards and other actions which require differential treatment
among the members of a group as distinguished from actions affecting all
members equally.”

Performance Appraisal has been considered as the most significant an

indispensable tool for an organization, for an organization, for the
information it provides is highly useful in making decisions regarding
various personnel aspects such as promotion and merit increases.
Performance measures also link information gathering and decision-making
processes which provide a basis for judging the effectiveness of personnel
sub-divisions such as recruiting, selection, training and compensation.
Accurate information plays a vital role in the organization as a whole. They
help in finding out the weaknesses in the primary areas.

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 Formal Performance Appraisal plans are designed to meet three needs, one
of the organizations and the other two of the individuals namely:

 They provide systematic judgments to back up salary increases,

transfers, demotions or terminations.
 They are the means of telling a subordinate how he is doing and
suggesting needed changes in his behaviour, attitudes, skills or job
knowledge. They let him know where he stands with the Boss.
 Superior uses them as a base for coaching and counselling the
individual.

On the basis of merit rating or appraisal procedures, the main objectives of

Employee Appraisal are:

 To enable an organization to maintain an inventory of the number and

quality of all managers and to identify and meet their training needs and
aspirations.
 To determine increment rewards and to provide reliable index for promotions
and transfers to positions of greater responsibility.
 To suggest ways of improving the employee s performance when he is not
found to be up to the mark during the review period.
 To identify training and development needs and to evaluate effectiveness of
training and development programmes.
 To plan career development, human resource planning-based potentials.

Summary of the Performance Analysis System

Setting performance standards, observing and providing feedback, and

conducting appraisals enables the Team Leader to achieve the best results
through managing employee performance.
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To begin the process, the Team Leader and the employee collaborates on
the development of performance standards. The Team Leader then
develops a performance plan that directs the employee's efforts toward
achieving specific results, to supportorganizational growth as well as the
employee's professional growth. Discussion of goals and objectives
throughout the year provides a framework to ensure that
employeesachieve results through One on One and mutual feedback. At
the end of the rating period, the Team Leader appraises the employee's
performance against existing standards, and establishes new goals
together for the next rating period.

As the immediate supervisor, the Team Leader plays an important role;

his closestinteraction with the employee occurs at this level.

There are four key elements in the appraisal system:

1. Set objectives - Decide what the Team Leader wants from the

employees andagree these objectives with them.

2. Manage performance - Give employees the tools, resources and

training theyneed to perform well.

3. Carry out the appraisal - monitor and assess the employees'

performance,discuss those assessments with them and agree on

future objectives.
4. Provide rewards/remedies - Consider pay awards and/or

promotion based on theappraisal and decide how to tackle poor

performance.

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Performance Measurements
Since one of the characteristics of a performance standard is that it can be
measured, the Team Leader identifies how and where evidence about the
employee's performance will be gathered. Specifying the performance
measurements when the responsibility is assigned will help the employee
keep track of his progress, as well as helping the Team Leader in the
future performance discussions.

There are many effective ways to monitor and verify performance, the
most common of which are:

Direct observation
Specific work results (tangible evidence that can be reviewed
without theemployee being present)
Reports and records, such as attendance, safety, inventory, financial
records, etc. Commendations or constructive or critical comments
received about theemployee's work

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Observation and Feedback (One on One)
Once performance objectives and standards are established, the Team
Leader observes the employees' performance and provides feedback. The
Team Leader has a responsibility to recognize and reinforce strong
performance by an employee, and identify and encourage improvement
where it is needed. The Team Leader provides informal feedback almost
every day.

By observing and providing detailed feedback, the Team Leader plays a

critical role inthe employee's continued success and motivation to meet
performance expectations.

One On One Sessions

One on One is a method of strengthening communication between the
Team Leader and the employee. It helps to shape performance and
increase the likelihood that the employee's results will meet expectations.
One on One sessions provide the Team Leader and the employee the
opportunity to discuss her progress toward meeting mutuallyestablished
standards and goals. A One-on-One session focuses on one or two aspects
of performance, rather than the total review that takes place in a
performance evaluation.

Guiding Principles
Effective One on One can:
 Strengthen communication between the Team Leader and the employee
 Help the employee attain performance objectives
 Increase employee motivation and commitment
 Maintain and increase the employee's self-esteem

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 Provide support

Key Elements of One on One

To make One on One sessions effective, the Team Leader keeps the
following keyelements of One on One in mind while conducting such a
session:
 Observe the employee's work and solicit feedback from others.
 When performance is successful, take the time to understand why.
 Advise the employee ahead of time on issues to be discussed.
 Discuss alternative solutions.
 Agree on action to be taken.
 Schedule follow-up meeting(s) to measure results.
 Recognize successes and improvements.
 Document key elements of One-on-One session.

Questions to Consider during One on One

To provide effective feedback the Team Leader must understand the
elements ofperformance and analyze marginal performance. These questions
are kept in mind:

How is the employee expected to perform?

Does the employee understand these expectations? If not, why not?
Does the employee know what successful results look like? How
does the TeamLeader know?
Does the employee know the performance is marginal? How does
the TeamLeader know?
Are there obstacles beyond the employee's control? Can the Team
Leader removethem?
Has the employee ever performed this task
satisfactorily?Is the employee willing and
able to learn?

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 Does unsatisfactory performance result in positive consequences such
as anundesirable task being reassigned?

During the One-on-One Session

When the Team Leader conducts a One-on-One session to provide
positive feedback tothe employee, he keeps the following points in mind:

Describe the positive performance result or work habit using

specific details.Ask the employee's opinion of the same
product or behavior.
Ask the employee to identify elements that contributed to success
(adequate time or resources, support from management or other
employees, the employee's talent and interest in the project).
Discuss ways in which the Team Leader and the employee can
support continued positive results.
Reinforce for the employee the value of the work and how it fits in
with the goals of the work unit or department.
Show your appreciation of the positive results and your confidence
that theemployee will continue to perform satisfactorily.
If appropriate, document your discussion for the employee's file.

When the Team Leader conducts a One-on-One session to improve

performance, he usesthe following format:
Describe the issue or problem, referring to
specific behaviors.Involve the employee in the
problem-solving process.
Discuss causes of the problem.
Identify and write down possible solutions.

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Follow-Up Discussion
During a follow-up discussion, the following steps are followed:

Review the previous discussion(s).

Discuss insufficient improvement and ask for
reasons why.Indicate consequence of continued
lack of improvement.
Agree on action to be taken and set a follow-up date, if
appropriate.Convey confidence in the employee.
Document the discussion.

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Performance Standards

How does the Team Leader decide what's acceptable and what's
unacceptableperformance? The answer to this question is the first step in
establishing written standards.

Performance expectations are the basis for appraising employee

performance. Written performance standards let the Team Leader to
compare the employee's performance with mutually understood
expectations and minimize ambiguity in providing feedback.

Having performance standards is not a new concept; standards exist

whether or not they are discussed or put in writing. When the Team
Leader observes an employee's performance, he usually makes a
judgment about whether that performance is acceptable.Standards identify
a baseline for measuring performance. From performance standards, the
Team Leader can provide specific feedback describing the gap between
expected and actual performance.

Guiding Principles

Effective performance standards:

Serve as an objective basis for communicating about performance.

Enables the employee to differentiate between acceptable and

unacceptableresults.
Increase job satisfaction because employees know when tasks are
performed well.Inform new employees of your expectations about
job performance
Key Responsibility Areas (KRA)
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 The Team Leaders in association with the Project Manager write
performance standards for each key area of responsibility on the
employee's job description. The employee actively participates in its
development. Standards are usually established when an assignment is
made, and they are reviewed if the employee's job description is updated.
The discussions of standards include the criteria for achieving satisfactory
performance and the proof of performance (methods the Team Leader
will use to gather information about work performance.
Characteristics of Performance Standards

Standards describe the conditions that must exist before the performance can
be rated satisfactory. A performance standard should:

 Be realistic, in other words, attainable by any qualified, competent, and fully

trained person who has the authority and resources to achieve the desired
result

 Describe the conditions that exist when performance meets expectations

 Be expressed in terms of quantity, quality, time, cost, effect, manner of

performance, or method of doing

 Be measurable, with specified method(s) of gathering performance data and

measuring performance against standard

Expressing standards

The terms for expressing performance standards are outlined below:

 Quantity: Specifies how much work must be completed within a certain

period of time

 Quality: Describes how well the work must be accomplished. Specifies

accuracy, precision, appearance, or effectiveness.
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  Timeliness: Answers the questions, by when? How soon? Or within what
period?

 Effective Use of Resources: Used when performance can be assessed in

terms of utilization of resources: money saved, waste reduced

 Effects of Effort: Addresses the ultimate effect to be obtained; expands

statements of effectiveness by using phrases such as: so that, in order to, or
as shown by

 Manner of Performance: Describes conditions in which an individual's

personal behavior has an effect on performance, e.g., assists other employees
in the work unit in accomplishing assignments

Method of Performing Assignments: Describes requirements; used when

only the officially prescribed policy, procedure, or rule for accomplishing the

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 REVIEW OF
LITERATURE

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1. INTRODUCTION

In today's competitive business world, it is understood that organizations can

only compete with their rivals by innovating, and organizations can be
innovative by managing their human resources well. Performance appraisal
is a formal and systematic process of identifying, observing, measuring,
recording and developing the job-relevant strengths and weaknesses of
employees. In order to obtain accurate performance appraisal information,
rater's must provide objective and unbiased ratings of employees.
Performance appraisal method can be used for numerous purposes including:
reward; discipline; coaching; counselling; improving the work environment;
raising morale; clarifying expectations and duties of employees; improving
upward and downward flow of communications; providing information to
support HR activities; improving perceptions of organizational goals; and
selecting people for promotion and redundancy.

2. REVIEW OF LITERATURE: -

The author (Deepa. E, et al 2004) summarizes on the performance appraisal

system/method as a whole, their framework and its relationship with
different job-related concepts as well as issues related to Performance
appraisal such as how Performance appraisal (PA) is related to job
satisfaction, organization citizenship behaviour etc. The Performance
appraisal approach is formal and structured system of measuring as well as
evaluating an employee's job-related behaviours and output for the same and
to study how and why the employee is currently performing on the job and
how he can perform his job more effectively in the near future. (Deepa. E, et
al, 2004).

There has been a historical evolution Performance appraisal approach. The

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Performance appraisal process may be unsatisfactory for most people in

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 industry; performance appraisals serve a number of valuable organizational
purposes. The appraisal system is complicated as there is a culture believes
that people should be rewarded for outstanding performance, yet does not
like to receive negative feedback (Wiese, et al,1998). A performance
appraisal is conducted on an annual basis for existing employees whereas for
trainee and new recruits it is done on quarterly basis in many organizations.
Here author studies about the multidimensional nature of job where the nurse
manager gives rating to different job of nursing process. Thus, Employees
who have relatively less competition or lenient appraisers have higher
appraisal than to equally competent employee (Rajput, et al, 2015).

 A performance appraisal system is a wide concept and as a Performance

Management it has become a part of more strategic approach towards HR
activities and as a result has it has begun to focus more on motivational and
social appraisal. As a result of this, the research on the subject has moved
beyond the limited and accuracy of performance ratings. The organization's
outcome that is its success and failure is determined by Performance
appraisal, thus this system is considered to be an important work
performance in any organization. (Fletcher, et al, 2001)

 The article of the author (Roberts, et al, 2002) summarizes about the
foundation for participation of employee including its intrinsic motivational
value, present available information. The role of goal setting and feedback of
performance appraisal for enhancing participation effectiveness is outlined.
The factors that resulted in lack of effectiveness of participation includes
lack of training of employee, absence of rater accountability strategies, and
organizational and supervisors’ resistance to honest subordinate feedback

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 (Roberts, et al, 2002). Here the research is based on a sample of 170
respondents who answered a questionnaire giving their perceptions on the
purpose and criteria of PA. There are different techniques of appraisal such
as behaviour-based, objective-based and judgment-based. The study provides
HR practitioners with practitioners with suggestions on how to increase the
perceived justice of the PA system (Palaeologus, et al, 2011).

 There is evidence that Performance ratings are manipulative mainly due to

political purposes or biases in organization as said by many researchers. The
studies were conducted to examine the effect of employee's perceptions of
personal biases or political motives and turnover by surveying white collar
employees (N=127) in performance appraisal on their job satisfaction, which
can be find out through regression analysis as well as cross validation
analysis. The result through regression analysis shows that employees think
appraisal rating as manipulated because of rater's personal bias which
indirectly reduces job satisfaction and high turnover (Poon, et al, 2004). The
author (Mount, et al, 1984) has done stepwise regression and cross validation
analyses to identify reliable linear composites for managers (n = 222) and
employees (n=368). The results show difference between manager's and
employee's opinions regarding appraisal system, where managers were more
satisfied than employees for appraisal method as well as there were
differences in the aspect of appraisal method which is related to satisfaction
with the appraisal discussion (Mount et al, 1984).

 The appraisal method plays an important role in performance result,

improvements in the effectiveness of the judgments can be brought about by
matching appraisal techniques to job task types. The author uses different

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techniques to explain the effectiveness of appraisal system (Open, et al,
1997). The survey was made on educational institution of Takoradi, Ghana,
where author study was focused on employee/staff perceptions on
performance appraisal method, biases or error related to the approach.
Perception influence people's judgment and attitudes towards particular
thing, therefore the staff might hold different opinions about the performance
appraisal system in the organization. The research on this concept was
analysed, using different method such as descriptive statistics and the results
of the study says that employees are affected by the Performance appraisal
system and are affected by major error (Boachie-Mensah, et al, 2012).

3) CONCLUSION: -

A Performance appraisal system is wider concept and has become part of a

more strategic approach to HR practices. We can conclude that Performance
appraisal is one of the important tools for setting up goals, solves
performance problem and for rating the performance of the employee. Once
performance appraisals are seen as a tool for managing resources, the
research should be emphasis more on matching the appropriate tools with the
desired output. Often ratings are manipulated due to political purpose or due
to personal bias. Also, the perception of superior and that of the subordinate
for Performance appraisal are different, which affect the appraisal system as
a whole.

4) REFERENCE: -

 Boachie-Mensah, Francis O, Seidu, Peter Awini.(2012) 'Employees'

Perception of Performance Appraisal System: A Case Study',
International Journal of Business and Management 7.2 (2012): 73-88

39 | P a g e
40 | P a g e
 Deepa, E; Palaniswamy R, Kuppusamy S. (Mar 2014) 'Effect of
Performance Organizational Commitment, Job Satisfaction and

 Appraisal System in Productivity', Journal of Contemporary

Management Research 8.1 (Mar 2014)

 Fletcher, Clive. (Nov 2001)' Performance appraisal and management:

The developing research agenda Journal of Occupational and
Organizational Psychology 74(Nov 2001): 473-487

 Mount, Michael K. (Oct 1984)' Satisfaction with a performance

appraisal system and appraisal discussion: SUMMARY', Journal of
Occupational Behaviour (pre- 1986) 5.4 (Oct 1984): 271-429

41 | P a g e
 PERFOMANCE
APPRAISAL
at
“SHREE PLASTICS PVT. LTD.”

42 | P a g e
OBJECTIVES OF PERFORMANCE APPRAISAL
 To facilitate achievement of organizational goals through process of
performance assessment linked to company’s objective.
 To facilitate fulfilment of individual aspirations and promotion of
professional excellence presenter
 To encourage two-way communication process between the employee
and reporting officer
 To evaluate the suitability of the employee to assume higher
responsibilities along the hierarchy

Stages of Appraisal
 Self-appraisal by the employees.
 Appraisal rating of the employees on the job performance factors and
managerial ability factors.
 General comments and overall assessment including development
needs of the equation leading to the final assessment.
 Review discussion between the appraiser and appraiser including
identification of key result areas and target for the following year.

Performance appraisal System in any organization

depends substantially on 5 factors
1. Concept
Performance dimension are several. They include duties, responsibility
common behaviour and traits. for each of the relevant dimension and
sub dimensions there are stranded have to be fixed based on past
performance common industrial engineering principles or any other
base. relative weight ages have to be assigned to each of these in turn.
performance appraisal in works at least 2 persons or parties: the
appraiser (who does the appraisal ) and the appraise (whose
performance is being a praised ). in the context of performance
appraisal the appraiser accepts the following from the appraiser.

43 | P a g e
SI. Appraiser Excepts Appraiser Should
NO.
1. To know what his duties and Prepare job description
responsibilities
2. To know what is expected of his and Facilitate appraise to
whether exceptions are responsible set goals
enough
3. To know how he is doing To analyse result

4. To help appraisers help if need be Advice, guide, couch

& council
5. Reward to be commensurate with Reward for good result
performance

2. Criteria

Several performance measures such as output, quality, punctually,

cost control, contribution to job knowledge, discretion, initiative,
team work, resourcefulness & honesty & leadership qualities are
usually reckoned as some of the criteria against which performance
is assessed.

In most criteria in bolts a combination of personal date (i,e good or

bad works a bid as perceived by the superior), output data (quality
then cost and quality) and judgement data (i.e. knowledge of the
job ability to get along with peers) however judicious one would
like

to be, there would offend to be a problem with forced weather real

or not which needs to be dealt with carefully.

44 | P a g e
45 | P a g e
3. context

The top management philosophy values and beliefs systems in the

organization influence the notions about people in the organization and the
type of the control motivation and communication system. those who didn’t
hold positive attitude and work culture, habits or competency of their
subordinates may tend to perpetuate a system of management control based
on distribution and control while others who have positive notion about their
subordinates men like to interview management system based on consensus
and control. in former case targets are 100 down and appraisal is done to the
individuals. In the letters case, goals are fixed through discussion and mutual
agreement and appraisal would in effect big carried out as a joint review with
the problem-solving approach.

4. Culture

The culture of people in general seems to affect performance appraisal

stories and commentaries on Indian organization seems to point to a patent
for the loyalties of employees is more than to the task or 2 organization
common people are power centred in the sensed that those in authority would
like to influence their subordinates and subordinates in their own interests
are willing to accept a dependency syndrome. Where these observations hold
good. There is every danger that performance appraisal turns out to be more
personal than system organization oriented.

5. Contingency

The most important aspect of any information and control mechanism in an

organization is who it is put to use? unless there is systematic effort to link
performance appraisal to other system of human resource management it
becomes difficult to impact seriousness into the systems. The result would be
apathy on the point of both the appraiser and the apprise to the entire
46 | P a g e
process,

47 | P a g e
which eventually would become a more marital therefore it is important for
organization to say and show that organization riots depend upon
performance.

The performance of organization depends on the performance of employees.

Shree plastic Pvt ltd. has adopted a revised system of performance appraisal
pujari required of the setting of KRA’s by the reporting officer is
concentration with appraise. The performance appraisal of the officer is
assisted through performance appraisal and is in essential input for
assessment of the appraisal for their career growth as well as identification of
the training Needs.

Culture

 Provide information about the performance ranks decision on which

decision regarding salary fixes on confirmation promotions and
transport demos are taken.
 Provide feedback information about the level of achievement and
behaviour and r of subordinates. This information helps to review the
performance of the subordinates, rectifying performance deficiencies.
 Provide information which helps to counsel the subordinate.
 Provide information to diagnose deficiency in employee regarding
scale common knowledge commutator and diploma needs to prescribe
the means for employee growth provides information for collecting
placement.
 To prevent gravience and in disciplinary activities.

PURPOSE

1. The primary purpose is to access the officers performance to check

whether he has attuned himself within the organization and whether
the officer has role clarity and endorse service age expected him.
48 | P a g e
2. The second purpose of system is performance enhancement
consequences of performance assessment.

49 | P a g e
 1. The basic functions run performance is 2 time back of huge
performance.
2. Adverse entries of if any are communicator to the officers So as to
enable the officer to be aware of the areas in which he has required to
improve upon.

To generate required data for training. By doing this Shree plastics Pvt
Ltd Gets to know the performance of age offer which helps to
management to consider of them at the time of
 Promotion
 Confirmation press enter
 Transfer
 Deputation
 Review for retention and service
 Determining draining need for further improvement of performance.

All the performance appraisal system is introduced for development of

person but actually the use for other purposes. Therefore, it is necessarily
See that the performance apparatus system ultimately leads to development
of the people in organization and for this the following steps need to be
followed/ taken;

I. Although the appraisal devotes enough time but they should try to
devote some time for mutual discussion with the appraises for the
settlement of the objectives. beside this, while setting the key results
areas that should be a frank and through discussion proper conclusion
cannot be reached. the appraise should not look upon his appraiser as
his boss what his guide for achieving the fixed objectives. Informal
environment the uprising cannot express himself fully as a result Some
expect remain un attended.
50 | P a g e
51 | P a g e
 II. Performance criteria of each role mentions in the appraisal for should
be clearly spelt out for each of the employee through personal
counselling orientation training programs for simultaneous adoption
throughout the organization culture because the appraise may not be
fully clear/aware of what is required or how to achieve them.
III. The objective and purpose of performance appraisal system needs to
be clearly defined by the Indian Rear Earth Ltd. Mathikhalo (O). The
objective can be properly listed in the manual and make it known to
the employees.
IV. Along with key result areas it ought to be seen that other areas of a
role holder do not get suppressed. But total development along with
the attainment of key result areas and the other areas should also be
tries to improve. This will help in total performance analysis of an
individual.
V. Top management appreciation support should come in great measure.
The employee should encourage on achieving the objectives on a
regular basis. Otherwise, they lose the motivation to achieve them.
VI. Identification of potential skill for shouldering higher responsibilities
for future should also be made on integral part of performance
appraisal. Once the potential skills of the employees are identifying
they should be trained in those respects. Potential reference to the
abilities presents but not currently utilized at the ability to discharge
higher responsibility in future role. Potential can be accessed by;
 Reviewing present performance.
 Analysing personality trails, management skills.
 Re looking past experience, considering age and qualification.
 Exploring once un used knowledge/skills.
VII. There should be a formal appeal system instituted. If an employee is
not satisfied with the overall rating of the review officer. He can
52 | P a g e
submit a

53 | P a g e
 written appeal to the personnel department within a stipulated time
period open receipt of his ratings. The personnel officer than review
the appeal panel consisting of 3-5 employee of the organization
appointed by the vice president. The appeal panel will then review the
concerned employee, reporting officer and reviewing officer. After
hearing the position of both parties. The panel will independently
discuss the merits of the case and votes to either grant or reject the
appeal.
VIII. To add more objectives to the appraisal system it is suggested to
identify performance objectives under each key result area. This
performance targets can be quantitative or qualitative, but should be
time bound and should specify the level of acceptable performance for
getting high performance rating. The target should focus more on the
nature of effort to be made by the appraises in relation to each of the
key result areas (KRAs) performances target and it should be a joint
exercise of both the appraise and the appraiser.
IX. The management should arrange adequate training programs for those
employees which are lacking in their skills so that they can be
promoted to the next higher grade, then only the employees will be
motivated to take up new responsibility and give their 100% efforts.
X. Personnel department should advice on promotion to the top-
management but supervisor recommendation dully considered by the
top management or by his immediate superior in a line organization
like This will ensure line responsibility for making promotion and the
chain of command will not be used.

54 | P a g e
55 | P a g e
 The promotions are generally basis of following factors:

 Performance: Average of total overall score as per performance

 appraisal for the years under review up to 10 subjects to maximum of
50 marks. Period of residency in the grade: To make for every
completed year of service in current grade subject to 10 marks.
 Assessment at the time of interviewer actual subject of maximum 40.

DEPARTMENT PROMOTION COMMITTEE:

Consisting of 3-5 member headed:

 One from board of
directors
 One member from concerned department.
 One from head of executive.

OVRAL RANKING METHOD IN SPPL:

1) Applicable only to executive not to workers.

2) Because worker should complete 4 years then will get promoted

automatically.

 Out standing

 Excellent

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 Very good

57 | P a g e
 Good

 Above average

 Above average (There will Eligible for D.P.C)

 Average

 Belo average

 Fair

 Poor

 Very poor (There will not eligible for D.P.C)

58 | P a g e
 DATA ANALYSIS
&
INTERPRETATION

59 | P a g e
 DATA ANALYSIS
Data analysis is an important component of project formulation, as it allows
researchers to draw conclusions and make informed decisions based on the data has
been collected

1. Collect and organize of data:

After defining of research questions, then data sets have to be collected and
organized This may involve using surveys, experiments, observations, or
other methods to collect relevant data.

2. Analyze of data:
Once data is collected, now it need to analyse it. This may involve using
statistical software, graphs, tables, or other tools to identify patterns, trends,
and relationships with data sets.

3. Interpret & findings:

After analysing your data, it is important to interpret the findings. This
involves explaining what the data means, and how it relates to the research
questions.

4. Draw conclusions and make recommendations:

Based on your findings, draw conclusions and make recommendations for
future action. This may involve suggesting changes to a product or service,
identifying areas for further

For this data analysis the sample size is taken as 50 employees from the
organization of Shree plastics Pvt. Ltd. Questionnaire sampling plan
and interview method has been used to collect the required data.

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Q1.Have you worked in any other company prior to joining this organization?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

YES 32 64
NO 18 32

45
40
35
30
25 No. of sample
20
Response in %
15
10
5
0
YES NO

INTERPRETATION:
32 employees i.e. 64% of have some work experiences prior to joining to
this organization as the organization(SPPL) recruits only experienced
candidates.This also means that even though most of them have worked
prior to joining Shree plastics Pvt Ltd,

61 | P a g e
Q2. Do you receive any increment in your salary after performance appraisal?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 25 50
AGREE 10 20
NEUTRAL 10 20
DISAGREE 5 10

70
65
60
55
50
45
40
35 No. of sample
30
25 Response in %

20
15
10
5
0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 50% of respondents are strongly
agree, 20% agree & 20% respondents are neutral about performance is effective to
understand job requirements and 10 % respondents are disagreeing.

62 | P a g e
Q3. Do you think that performance appraisal helps to provide an atmosphere where
all are encouraged to share one another burden?
RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 10 20

AGREE 20 40

NEUTRAL 20 40

DISAGREE -- --

45

40

35

30

25
No. of sample
20
Response in %
15

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 20% of respondents are strongly
agree, 40% agree & 40% respondents are neutral about performance innumerable
benefits to both employees & employers.

63 | P a g e
Q4. Do you think performance appraisal helps people to set and achieve
meaningful goals?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 18 36
AGREE 19 38
NEUTRAL 8 16
DISAGREE 5 10

45

40

35

30

25
No. of sample
20

15 Response in %

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 36% of respondents are strongly
agree, 38% agree & 16% respondents are neutral, and 10% disagree about
performance is needed for employees to gain acceptance from peers.

64 | P a g e
Q5. Do you think performance appraisal give constructive criticism in a friendly
and positive manner?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 20 40
AGREE 18 36
NEUTRAL 7 14
DISAGREE 5 10

45

40

35

30

25
No. of sample
20

15 Response in %

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 40% of respondents are strongly
agree, 36% agree & 14% respondents are neutral, and 10% disagree about
performance process enough time spending to each module.

65 | P a g e
Q6. Do you think performance of employees improve after process of performance
appraisal?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 30 60
AGREE 10 20
NEUTRAL 4 16
DISAGREE 6 12

45

40

35

30

25
No. of sample
20

15 Response in %

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 60% of respondents are strongly
agree, 20% agree & 16% respondents are neutral, and 12% disagree about
performance are open and interactive during the performance appraisal process.

66 | P a g e
Q7. Do you think performance appraisal improves motivation and job satisfaction?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 25 50
AGREE 15 30
NEUTRAL 5 10
DISAGREE 5 10

45

40

35

30

25
No. of sample
20

15 Response in %

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 50% of respondents are strongly
agree, 30% agree & 10% respondents are neutral, and 10% disagree about the
company asks for open feedback from the participants after every performance
appraisal process.

67 | P a g e
Q8. Do you think performance appraisal helps to change behaviour of employees?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 30 60
AGREE 10 20
NEUTRAL 10 20
DISAGREE -- --

45

40

35

30

25
No. of sample
20

15 Response in %

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 60% of respondents are strongly
agree, 20% agree & 20% respondents are neutral, about the company takes
corrective measures based on feedback given by the respondents.

68 | P a g e
Q9. Do you think personal bias creeps in while appraising an individual ?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 10 20
AGREE 5 10
NEUTRAL 10 20
DISAGREE 25 50

45

40

35

30

25
No. of sample
20

15 Response in %

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 20% of respondents are strongly
agree, 10% agree & 20% respondents are neutral, and 50% disagree about the
appraisal is prepared according to performance appraisal process.

69 | P a g e
Q10. Does performance appraisal identification of hidden potential of employee?

RESPONSE ON NO. OF SAMPLE RESPONSE IN %

STRONGLY AGREE 30 60
AGREE 10 20
NEUTRAL 10 20
DISAGREE -- --

45

40

35

30

25
No. of sample
20

15 Response in %

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION:
The above table and graph clearly indicate that 60% of respondents are strongly
agree, 20% agree & 20% respondents are neutral, about the appraisal is required for
existing employees perform their task effectively.

70 | P a g e
 Q11.Which are the areas that should be improved upon?

25

20

0
1 2 3 4

Data
1) Standards - 12 2) Monetary Incentives - 25 3) Freq of Appraisal 23
4) Appraiser - 3
INTERPRETATION
This question breaks up the different phases of the appraisal system and tries to
come to derive a conclusion as to the areas of improvement in the process of
evaluation. Fifty percent of the respondents say that there should be a change on
the aspect of monetary incentives. This does not refer to an increase in the
monetary incentives but a more reasonable incentive structure that will properly
reward increased and efficientperformance. The frequency of appraisal is
another aspect that needed review. Thepresent system is a quarterly one and the
general opinion is that informal appraisals should be held on a more regular
basis. Standards of performance (i.e., benchmarks) should be improved
according to 24% of the respondents. Only 6% have stated the three should be
change in the appraiser, which is an inevitable sign of the operational efficiency
of the system.

71 | P a g e
72 | P a g e
Q12.In your opinion, does the Performance Appraisal System give a
proper assessment of your contribution to the Organization?

27

26

25

24

Data
1. Yes-27
2. No – 23

INTERPRETATION

About 54% of the respondents say that the Performance Appraisal System does
give atrue and fair view of their contribution to the Organization. This does
include employees who think that their rating does not always turn up to be
correct as per their opinion.
The group of respondents who have replied in the negative, also include
candidates who say that the appraisal does not turn out to be right most of the
times but do show a fair view sometimes.

73 | P a g e
Q13.Performance Appraisal Model Rating

18

16

14

12

10

Data
1) 5 Points 2 2) 6 Points 6 3) 7 Points 14
4) 8 Points 16 3) 9 Points - 12

INTERPRETATION
The respondents were specifically told to rate the Appraisal system by
setting aside any kind of human intervention present in it by just
evaluating its inherent structure and not efficiency in its execution. This
helps to ascertain whether there are any flaws in the Performance
Appraisal system. About 80 % of the sample has given a rating of 7 points
and above. This shows the system is generally acceptable to the
employees and is a good sign for Shree plastics Pvt Ltd. The concern of
the Organization should be to find out why the remaining 20 % are not
very highly satisfied with the system and find out ways and means to
increase their acceptability of the system.

74 | P a g e
METHODOLOGY

75 | P a g e
RESEARCH METHODOLOGY IN THE PROJECT
Research in common parlance refers to the search for knowledge. It can
also be defined as systematic search for pertinent information on specific
topic. Infect, search is an art of scientific investigation. In simple terms
research means, “a careful investigation or inquiry especially through
search for new facts in any branch of knowledge”.
Logical flow of research as follows:
 Identification of problem
 Research objective
 Source of data
 Data collection
 Sample
 Sample size
 Data interpretation
 Data analysis
 Finding and observation
 Conclusion
 Recommendation

RESEARCH DESIGN
The research design can be thought of as the structure of research. It is the glue
that holds all the elements in a research project together. Resource design is a vital
part of the research study. It is logical and systematic planning and directing of
piece of research full stuff it is the master plan and blueprint of the entire study.

SOURCES OF DATA
The sources of data are as follows
PRIMARY DATA:
 Internal data about working of HR department gathered from organization.

76 | P a g e
 Interview
 Observation presenter sufficient data collected through feedback forms
by the employees
SECONDARY DATA:
 Magazines, journals, broachers, etc.
 Books
 earlier researches on similar topic

METHOD OF SAMPLING USED: “RANDOM SAMPLING METHOD”

In the random sampling method, all items and some change of selection that
can be calculated. Random sampling technique ensure that buyers is not
introduced regarding who is included in the survey.

SAMPLE SIZE:
The sample size is taken as 50 employees from the organization of Shree
plastics Pvt. Ltd.

DATA COLLECTION:

SURVEY-QUESTIONNAIRE:
Behaviours, beliefs, and observation of of specific groups are identified,
reported & interpreted.
Research Methodology Adopted

Research Design : Descriptive

research Research Instrument : Structured
QuestionnaireSampling Plan
i) Sample Method : Non-Probability
Sampling

77 | P a g e
 (Convenience
Sampling)
ii) Sample Size : 50

iii) Sample Unit : Employees who do

not hold asupervisory
position

Sampling Design
Convenience Sampling, as the name implies, is based on the
convenience of the researcher who is to select a sample. Respondents in
the sample are included in it merelyon account of their being available
on the spot where the survey was in progress.

Source of Data
a) Primary Data : Structured Questionnaire
b) Secondary Data : Journals, Booklets, Company Data, etc.

78 | P a g e
LIMITATION

79 | P a g e
Limitations

The following are the limitations faced by me during the course of the study
The sample consisted only of employees in the day shift.
Employees of the nightshift were not considered for the purpose
of study.
There is no concrete basis to prove the response given is a true
measure of theopinion of all the employees as a whole.
Convenient sampling was used as the mode of conducting the research.
The questionnaire contained mostly multiple-choice questions;
therefore, many respondents may not have given a proper thought
before answering the questions. The response of the respondents
may not be accurate thinking that the management might misuse the
data.
Almost all of the questionnaires had the open-ended
Sensitive company information cannot be displayed in the project report.
Most respondents might be influenced by their peers in answering
the questions.Due to the fact that most of the respondents were
young, the questions might not have been answered with due
sincerity.

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SUGGESTION
S

81 | P a g e
82 | P a g e
Findings and Conclusions
The following are the suggestions and conclusions derived from this
particularresearch study
1. OBJECTIVITY
One manager's idea of "self-starting ability" can be quite different than
another's idea. The question then arises as to how does one objectively
evaluate "creativity” ? If greater amount of objectivity can be infused into
theAppraisal system, it can help to bring
2. EFFECTIVE COMMUNICATION
One function of performance appraisals is to help employees develop so
they can contribute more effectively. In order for the employees to
develop and learn they need to know what they need to change, where
(specifically) they have fallen short, and what they need to do. If a
manager assigns a 1 (unsatisfactory) on a scale of 5, it does not convey
much information to an employee. It just says the manager is dissatisfied
with something. In order to make it meaningful and promote growth, far
more information must be added to the appraisal process and the related
information should be transparently shared with the employee.
3. FAIRNESS
Most employees resist being classified at the low end of the scale.
Employees who are low rated are more likely to resist the evaluation of
the superior and argue, claiming that personal bias was involved in the
ratings.
4. MANAGERIAL EFFICIENCY
The implementation of a Performance Appraisal System rests on the
shoulders of the manager and he must ensure that it is done properly. A
good manager can make an average appraisal system work and vice-versa.

83 | P a g e
84 | P a g e
CONCLUSION
S

85 | P a g e
86 | P a g e
  Based on the analysis and interpretation of the data collected through the
performance appraisal project, it can be concluded that the current
performance appraisal process has both strengths and weaknesses.

 One of the key strengths of the process is that it provides employees with a
structured and formalized way to receive feedback on their performance.
Additionally, the process allows for the identification of high-performing
employees who may be suitable for promotion or other career advancement
opportunities.

 However, the process also has several weaknesses. For instance, the
performance appraisal form used may not be fully aligned with the
organization's goals and objectives. In addition, some managers may not be
providing employees with sufficient feedback or setting clear and measurable
performance objectives.

 To improve the performance appraisal process, we recommend that the

organization considers making changes to the appraisal form to better align it
with the organization's goals and objectives. Additionally, providing training
and support to managers to improve their ability to provide feedback and set
clear objectives for their employees can help to enhance the effectiveness of
the performance appraisal process.

Overall, the findings from the performance appraisal project suggest that there is
room for improvement in the current performance appraisal process, and that taking

87 | P a g e
steps to address the identified weaknesses can lead to more effective and
meaningful performance appraisals, ultimately driving improved organizational
performance.

I hope this project study in “SHREE PLASTICS PRIVATE LIMITED”. will start
up my career in a right and positive note. While going to conclude my project
report, it has come to my mind that I have gained immense practical knowledge
about various management aspects within a short span of time. And once again I
thanked to all the employees of SPPL for them at the field of promotion. And also,
I pray at God to give them good ideas for not tight with each other and co-operative
with each other.

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BIBILOGRAPH
Y

90 | P a g e
91 | P a g e
 BIBILOGRAPHY
PRIMARY DATA: -

 HR MANAGEMENT HUMAN RELATION

 PERSONAL MANAGEMENT
 PERFORMANCE APPRAISAL
 HUMAN RESOURCE MANAGEMENT
 QUESTIONNAIRE

SECONDARY DATA: -

 JOURNALS
 REVIEW
 MAGAZINES
 ANNUAL REPORT

INTERNET SOURCES: -

 www.google.com
 https://connect2india.com/SHREE-PLASTICS-PRIVATE-
LIMITED/2252579
 https://www.tofler.in/shree-plastics-private
limited/company/U25201OR1996PTC004355
 https://www.investopedia.com/what-is-a-performance-appraisal-
4586834

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QUESTIONNAIR
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 QUESTIONNAIRE
1. Have you worked in any other company prior to joining this organization?

a. YES b. NO

2. Do you receive any increment in your salary after performance appraisal?

a. STRONGLY AGREE c. NEUTRAL

b. AGREE d. DISAGREE

3. Do you think that performance appraisal helps to provide an atmosphere where

all are encouraged to share one another burden?
a. STRONGLY AGREE c. NEUTRAL
b. AGREE d. DISAGREE

4. Do you think performance appraisal helps people to set and achieve meaningful
goals?
a. STRONGLY AGREE c. NEUTRAL
b. AGREE d. DISAGREE

5. Do you think performance appraisal give constructive criticism in a friendly and

positive manner?
a. STRONGLY AGREE c. NEUTRAL
b. AGREE d. DISAGREE

6. Do you think performance of employees improve after process of performance

appraisal?
a. STRONGLY AGREE c. NEUTRAL
b. AGREE d. DISAGREE
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7. Do you think performance appraisal improves motivation and job satisfaction?
a. STRONGLY AGREE c. NEUTRAL
b. AGREE d. DISAGREE

8. . Do you think performance appraisal helps to change behaviour of employees?

a. STRONGLY AGREE c. NEUTRAL
b. AGREE d. DISAGREE

9. Do you think personal bias creeps in while appraising an individual ?

a. STRONGLY AGREE c. NEUTRAL
b. AGREE d. DISAGREE

10.Does performance appraisal identification of hidden potential of employee?

a. STRONGLY AGREE c. NEUTRAL
b. AGREE d. DISAGREE

11.Which are the areas that should be improved upon?

a. STANDARD c. FREQ OF APPRAISAL
b. MONETARY INCENTIVES d. APPRAISER

12.In your opinion, does the Performance Appraisal System give aproper
assessment of your contribution to the Organization?

a. YES b. NO

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