Bal Pharma Ltd-Saroja Bhimayya-04100

7/31/2019 Bal Pharma Ltd-Saroja Bhimayya-04100

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Effectiveness Of PAS Bal Pharma Ltd

M P Birla Institute Of Management

1

EFFECTIVENESS OF PERFORMANCE APPRAISAL IN

BAL PHARMA LTD

A DISSERTATION SUBMITTED IN PARTIAL

FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF

MBA DEGREE OF

BANGALORE UNIVERSITY

SUBMITTED BY

SAROJA BHIMAYYA

Reg. No 04XQCM6079

UNDER THE GUIDANCE

OF

Prof. NANDINI VAIDYANATHAN

SENIOR PROFESSOR, MPBIM BANGALORE

M. P. BIRLA INSTITUTE OF MANAGEMENT

(ASSOCIATE BHARATIYA VIDYA BHAVAN)

#43, Race Course Road, BANGALORE 560001 (2006)


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DECLARATION

I hereby declare that, this Dissertation is entitled EFFECTIVENESS OF

PERFORMANCE APPRAISAL IN BAL PHARMA LTDis the result

of project work undertaken by me under the guidance and supervision of

Prof. Nandini Vaidyanathan, Professor, MPBIM, Bangalore, in partial

fulfillment of the requirements for the award of Degree of Master of

BusinessAdministration.

I further declare that this dissertation has not been submitted to any

University/Institute for the award of any degree/diploma or any other similar

title.

Place: Bangalore (SAROJA BHIMAYYA)

Date: 14th June, 2006


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ACKNOWLEDGMENT

I would like to express my sincere gratitude to my research guide Prof.

Nandini Vaidyanathan, Professor, M. P. Birla Institute of Management,Bangalore for her constant encouragement and guidance in the course of the

research investigation.

Further, I would also like to thank Prof. K V PRABHAKAR for his help in

completing the project. I have gained a lot of knowledge through out the

course of carrying out this project.

And also, I would like to thank Maj. Kulwant Singh GM HR & Admin and

Mrs. Mahalaxmi Asst. Manager HR (External Guide) in Bal Pharma Ltd for

their support and guidance for successfully completing the project. I have

gained a lot of knowledge through out the course.

I would also like to sincerely thank my family and friends and my colleagues

who have helped me in completing this project by providing me with the

academic support.

SAROJA BHIMAYYA


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CONTENT

ChapterTitle

Page

No

Executive Summary 2

1 Introduction

Background of the study

Performance Appraisal and its importance6

2 Company Profile

Performance Appraisal process in Bal Pharma

Ltd.20

3 Review of literature

Purpose of the review of literature

Methodology of the review of literature

Summary of Review of Literature

27

4 Research methodology

Problem Statement

Objectives of the Research

Type of Research

Sampling TechniqueSample size

Instrumentation techniques

Actual collection of data

Interpretation and analysis

Limitations of the research

34

5 Data Analysis and Interpretation38

6 Major Findings of Research 54

7 Recommendations57

8 Annexure61


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List of Tables

Table No Table Description Page No

1

Table showing employee service in the

company 38

2Table showing the responses for purpose of

PAS40

3 Table showing the rating officer for the PAS 41

4 Table showing coverage of parameters in PAS 42

5 Table showing coverage of parameters in PAS 43

6 Table showing coverage of parameters in PAS 447 Table showing coverage of parameters in PAS 45

8Table showing accurate evaluation of

Performance46

9Table showing preference of present rating

system47

10

Table showing assistance of the performance

parameters 48

11Table showing dependence of appraisal

system50

12Table showing scope of individual

development in the organization51

13 Table showing opinion about the suggestions 52

14 Table showing satisfaction of PAS 53


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List of Graphs

Table No Graph Description Page No

1 Graph showing employee service in the

company 38

2 Graph showing the responses for purpose of

PAS40

3 Graph showing the rating officer for the PAS 41

4 Graph showing coverage of parameters in

PAS42

5 Graph showing coverage of parameters inPAS

43


PAS44


PAS45

8 Graph showing accurate evaluation of

Performance 46

9 Graph showing preference of present rating

system47

10 Graph showing assistance of the performance

parameters48

11 Graph showing dependence of appraisal

system

50

12 Graph showing scope of individual

development in the organization51

13 Graph showing opinion about the suggestions 52

14 Graph showing satisfaction of PAS 53


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EXECUTIVE SUMMARY

The Indian Pharmaceutical Industry today is in the front rank of science-based industries

with wide ranging capabilities in the complex field of drug manufacture and technology.

A highly organized sector, the Indian Pharma Industry is estimated to be worth $ 4.5

billion, growing at about 12 to 18 percent annually. It ranks very high in the third world,

in terms of technology, quality and range of medicines manufactured. From simple

headache pills to sophisticated antibiotics and complex compounds, almost every type of

medicine is now made indigenously.

Bal pharma was incorporated on 19th May 1987 as a private limited company and it

commenced commercial production from 1992. Bangalore based pharmaceuticalcompany engaged in manufacturing and R&D of pharmaceutical products Also quoted on

BSE. Mr.Shailesh Siroya, heads the company by playing an active role as the Managing

Director of the company and steering it to better levels of profitability, quality, and

perfection..

Human Resource Management is a management function that helps managers to Recruit,

Select, Train and Develop members for an organization. Performance appraisal may be

understood as the assessment of an individuals performance being measured against

such factors as job knowledge, quality and quantity of output, initiative, leadership

abilities, supervision, dependability, co-operation, judgment, versatility, health and the

like.

The Performance Appraisal System needs to be very transparent and helpful both to the

employees and to the organization. The need is to get a feedback from appraisers andappraisee, working in the organization, about the current state of the PAS. Only after

analyzing the current state of PAS, the human resource managers can go to the next step

of improvements in PAS. A survey is therefore required.


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A study was undertaken to ascertain the views/opinions of the Raters and Ratees working

in the company and to suggest appropriate modifications about the existing PAS.

Structured questionnaire was prepared and discussed personally with the respondents to

get their responses. The sample size will be restricted to 50 executives chosen on random

sampling method.

The findings indicate that the executives in general, the raters and the ratees are very well

aware of the appraisal system followed in the company. The knowledge about the

appraisal system is also found to be satisfactory. But there exists a performance related

communication gap between the appraiser and the appraisee. The responses of the raters

show that they encounter problems with the standards of evaluation. It was also found

that appraisees dont get timely feedback from their appraisers. Training/counseling was

provided occasionally to the ratees to improve their performance.

A suitable recommendation needs to be provided in this front. Incorporating a suitable

modification in the existing performance appraisal system can reduce the problems faced

by the raters and ratees. The following recommendations are made:

The training interventions should be more frequent, there should be system for more

frequent feed back on employee performance and appraisal process and Introduction of

360-degree appraisal system.

.


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INTRODUCTION

Background of the Study

Human Resource Management is a management function that helps managers to Recruit,

Select, Train and Develop members for an organization. HRM is concerned with the

peoples dimension in organizations. HRM is a series of integrated decisions that form

the employment relationship, their quality contributes to the ability of the organizations

and the employees to achieve their objective. Since every organization is made up of

people, acquiring their services, developing their skills, motivating them to higher levels

of performance and ensuring that they continue to maintain their commitment to the

organizational objectives. This is true, regardless of the type of organization whether

government, business, education, health, recreation, or social organization. Thus, HRM

refers to a set of programme; functions and activities designed and carried out in order to

maximize both employees as well as organizational effectiveness.

Objectives of HRM

The primary objective of HRM is to ensure the availability of a competent and willing

workforce to an organization. Beyond this, there are other objectives, too.

Specifically, HRM objectives are of four fold:

1. Societal

2. Functional

3. Organizational

4. Personal


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HRM objectives - Supporting Functions

1. Societal Objectives Legal Compliance

BenefitsUnion Management relations

2. Organizational Objectives Human resource planning

Employee relations

Selection

Training and Development

Appraisal

Placement

Assessment

3. Functional Objectives Recruitment and selection

Appraisal

Placement

Assessment

Training and Development

4. Personal Objectives Personal growth

Learning

Placement

Compensation

Assessment

Job-Satisfaction

Recognition


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PERFORMANCE APPRAISAL

The History of Performance Appraisal

Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion

studies. But that was not very helpful, for the same may be said about almost everything

in the field of modern human resources management. As a distinct and formal

management procedure used in the evaluation of work performance, appraisal really dates

from the time of the Second World War not more than 60 years ago.

Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things

historical, it might well lay claim to being the world's second oldest profession!

There is, says Dulewicz (1989), "... a basic human tendency to make judgments about

those one is working with, as well as about oneself." Appraisal, it seems, is both

inevitable and universal. In the absence of a carefully structured system of appraisal,

people will tend to judge the work performance of others, including subordinates,

naturally, informally and arbitrarily.

The human inclination to judge can create serious motivational, ethical and legal

problems in the workplace. Without a structured appraisal system, there is little chance of

ensuring that the judgments made will be lawful, fair, defensible and accurate.

Performance appraisal systems began as a simple method of income justification. That is,

appraisal was used to decide whether or not the salary or wage of an individual employee

was justified.

The process was firmly linked to material outcomes. If an employee's performance were

found to be less than ideal, a cut in pay would follow. On the other hand, if their

performance was better than the supervisor expected, a pay rise was in order.


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Little consideration, if any, was given to the developmental possibilities of appraisal. It

was felt that a cut in pay, or a rise, should provide the only required impetus for an

employee to either improve or continue to perform well.

Objectives of performance Appraisal

Data relating to performance assessment of employees are recorded, stored, and used for

several purposes. The main purposes of employee assessment are:

To effect promotions based on competence and performance To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

To assess the training and developmental needs of employees. To decide upon a pay raise where (as in the unorganized sector) regular pay scales

have not been fixed.

To let the employees know where they stand in so far as their performance isconcerned and to assist them with constructive criticism and guidance for the

purpose of their development.

To improve communication. Performance appraisal provides a format fordialogue between the Superior and the subordinate, and improves understanding

of personal goals and concerns. This can also have the effect of increasing the

trust between the rater and the ratee.

Finally, performance appraisal can be used to determine whether HR programmessuch, as selection, training and transfers have been effective or not.

Modern Appraisal

Performance appraisal may be defined as a structured formal interaction between asubordinate and supervisor, that usually takes the form of a periodic interview (annual or

semi-annual), in which the work performance of the subordinate is examined and

discussed, with a view to identifying weaknesses and strengths as well as opportunities

for improvement and skills development.


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In many organizations - but not all - appraisal results are used, either directly or

indirectly, to help determine reward outcomes. That is, the appraisal results are used to

identify the better performing employees who should get the majority of available merit

pay increases, bonuses, and promotions.

By the same token, appraisal results are used to identify the poorer performers who may

require some form of counseling, or in extreme cases, demotion, dismissal or decreases in

pay. Whether this is an appropriate use of performance appraisal - the assignment and

justification of rewards and penalties - is a very uncertain and contentious matter.

Basic Purposes

Effective performance appraisal systems contain two basic systems operating in

conjunction: an evaluation system and afeedback system. The main aim of the evaluation

system is to identify the performance gap (if any). This gap is the shortfall that occurs

when performance does not meet the standard set by the organization as acceptable. The

main aim of the feedback system is to inform the employee about the quality of his or her

performance. (However, the information flow is not exclusively one way. The appraisers

also receive feedback from the employee about job problems, etc.)

One of the best ways to appreciate the purposes of performance appraisal is to look at it

from the different viewpoints of the main stakeholders: the employee and the

organization.

Employee Viewpoint:

From the employee viewpoint, the purpose of performance appraisal is four-fold:

1. Tell me what you want me to do2. Tell me how well I have done it3. Help me improve my performance4. Reward me for doing well.

(From Cash, 1993)


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Organizational Viewpoint:

From the organization's viewpoint, one of the most important reasons for having a system

of performance appraisal is to establish and uphold the principle of accountability. For

decades it has been known to researchers that one of the chief causes of organizational

failure is "non-alignment of responsibility and accountability." Nonalignment occurs

where employees are given responsibilities and duties, but are not held accountable for

the way in which those responsibilities and duties are performed. What typically happens

is that several individuals or work units appear to have overlapping roles.

The overlap allows - indeed actively encourages - each individual or business unit to

"pass the buck" to the others. Ultimately, in the severely non-aligned system, no one is

accountable for anything. In this event, the principle of accountability breaks down

completely. Organizational failure is the only possible outcome.

Formal versus Informal appraisal

Formal appraisals usually occur at specified time periods-once or twice a year. Formal

appraisals are most often required by the organization for the purpose of employee

evaluation.

Informal performance appraisal can occur whenever the supervisor feels the needs forcommunication. Many organizations encourage a mixture of both formal and informal

appraisals. The formal appraisal is most often used as primary evaluation. However, the

informal appraisal is very helpful for more performance feedback. Informal appraisals

should not take place of formal performance evaluation.

Whose performance should be rated?

To the question as to whose performance should be rated, the answer is obviousemployees. When we say employees, is it individuals or teams? Specifically, the rate may

be defined as the individual, work group, division, or organization. It is also possible to

define the ratee at multiple levels. For example, under some conditions, it may be

desirable to appraise performance both at the work-group level for merit-pay increases

and at the individual level to assess training needs.


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Who are raters?

Raters can be immediate supervisors, specialists from the HR department, department,

subordinates, peers, committees, clients, selfappraisals, or a combination of several.

Problems of rating

Performance appraisals are subject to a wide variety of inaccuracies and biases referred to

as rating errors. These errors occur in the raters observations, judgment, and

information processing, and can seriously affect assessment results. The most common

rating errors are

Leniency or severity

Central tendency

Halo effect

Rater effect

Primacy and Recency effects

Perceptual set

Performance dimension behavior

Spill over effect

Status effect

Solving raters problems

The best way to overcome these problems is to provide training to the raters. From a

practical point of view, several factors, including the extent to which pay is related to

performance ratings, union pressure, turnover rates, time constraints and the need to

justify ratings may be more important than training, influencing the ratings that raters

actually give. This means that improving rating systems involves not just training the

raters but rectifying outside factors such as union pressure. And it means that a rater

training, to be effective, should also address real-life problems such as the fact that union

representatives will try to influence supervisors to rate everyone high.


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Training helps to improve the appraisal system by overcoming distortion that occurs due

to the raters errors such as halo, leniency, central tendency and bias. Training of raters

must help strengthen the factors that tend to improve accuracy of ratings and weaken

those that lower the accuracy of the performance measurement.

What should be rated?

One of the steps in designing an appraisal Programme is to determine the evaluation

criteria. It is obvious that the criteria should be related to the job. The six criteria for

assessing performance are:

Quality

Quantity

Timeliness

Cost effectiveness

Need for supervision

Interpersonal impact

These criteria relate to past performance and behavior of an employee. The first four -

quality, quantity, timeliness and cost effectiveness are objective in nature. The last two -

need for supervision and interpersonal impact are subjective. Objective measures are

quantifiable and are therefore highly useful in measuring the performance of an

employee. But performance of employees should not always be evaluated against

quantifiable measures. Subjective measures are dependent upon human judgment. They

are prone to different kind of errors stated earlier such as leniency or severity, central

tendency, halo and the like. To be useful, subjective measures must be based on a careful

analysis of the behavior viewed as necessary and important for effective job performance.

Timing of Evaluation

How often should an employee be assessed? The general trend is to evaluate once in

three months, or six months, or once in a year. 70% of the organizations conduct

performance appraisal once a year, according to a survey conducted in 1997 by Arthur


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Anderson. Newly hired employees are rated more frequently than the older ones.

Frequent assessment is better than phased evaluation. Feedback in the latter is delayed

and the advantage of timely remedial measures by the employee is lost. Frequent

evaluation gives constant feedback to the ratee, thus enabling him/her to improve

performance if there is any deficiency. The performance of trainees and probationers

should be evaluated at the end of respective programmes.

Methods of Appraisals

The last to be addressed in the process of designing an appraisal Programme is to

determine method(s) of evaluation. Numerous methods have been devised to measure the

quantity and quality of employees job performance. Each of the methods discussed

could be effective for some purposes, for some organizations. None should be dismissed

or accepted as appropriate except as they relate to particular type of employees. Broadly

all approaches can be classified into:

Past-oriented methods

Future-oriented methods

Each group has several techniques. Some of them are explained in the following section.

Behavioral Anchored Rating Scales

The term used to describe a performance rating that focuses on specific behaviors or sets

as indicators of effective or ineffective performance, rather than on broadly stated

adjectives such as "average, above average, or below average".

Other variations are:

Behavioral observation scales

Behavioral expectations scales

Numerically anchored rating scales


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Checklists

The term used to define a set of adjectives or descriptive statements. If the rater believes

the employee possessed a trait listed, the rater checks the item; if not, the rater leaves the

item blank. Rating score from the checklist equals the number of checks.

Critical Incident Technique

The term used to describe a method of performance appraisal that makes lists of

statements of very effective and very ineffective behavior for employees. The lists are

combined into categories, which vary with the job. Once the categories are developed and

statements of effective and ineffective behavior provided, the evaluator prepares a log for

each employee. During the evaluation period, the evaluator records examples of critical

behaviors in each of the categories, and the log is used to evaluate the employee year end.

Forced Choice Method

This appraisal method has been developed to prevent evaluators from rating employees to

high. Using this method, the evaluator has to select from a set of descriptive statements,

statements that apply to the employee. The statements are weighted and summed to at,

effectiveness index.

Forced Distribution

The term used to describe an appraisal system similar to grading on a curve. The

evaluators are asked to rate employees in some fixed distribution of categories. One way

to do this is to type the name of each employee on a card and ask the evaluators to sort

the cards into piles corresponding to rating.

Graphic Rating Scale

The term used to define the oldest and most widely used performance appraisal method.

The evaluators are given a graph and asked to rate the employees on each of the

characteristics. The number of characteristics can vary from one to one hundred. The

rating can be a matrix of boxes for the evaluator to check off or a bar graph where the

evaluator checks off a location relative to the evaluators rating.


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Narrative or Essay Evaluation

This appraisal method asks the evaluator to describe strengths and weaknesses of an

employee's behavior. Some companies still use this method exclusively, whereas in

others, the method has been combined with the graphic rating scale.

Management by Objectives

The management by objectives performance appraisal method has the supervisor and

employee get together to set objectives in quantifiable terms. The appraisal method is

worked to eliminate communication problems by the establishment of regular meetings,

emphasizing results, and by being an ongoing process where new objectives have been

established and old objectives are modified as necessary in light of changed conditions.

Paired Comparison

The term used to describe an appraisal method for ranking employees. First, the names of

the employees to be evaluated are placed on separate sheets in a pre-determined order, so

that each person is compared with all other employees to be evaluated. The evaluator

then checks the person he or she feels has been the better of the two on the criterion for

each comparison. Typically the criterion is the employees over all ability to do the

present job.

Ranking

The term ranking has been used to describe an alternative method of performance

appraisal where the supervisor has been asked to order his or her employees in terms of

performance from highest to lowest.

Weighted Checklist

The term used to describe a performance appraisal method where supervisors or

personnel specialists familiar with the jobs being evaluated prepared a large list of

descriptive statements about effective and ineffective behavior on jobs.


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Performance Interview

Performance Interview is another step in the appraisal process. Once the Appraisal has

been made of employees, the raters should discuss and review the performance with the

ratees, so that they will receive feedback about where they stand in the eyes of the

superiors. Feedback is necessary to effect improvement in performance, especially when

it is adequate. Specifically Performance Interview has three goals

To change behavior of employees whose performance does not meet organizational

requirements or their own personal goals.

To maintain the behavior of employees who perform in an acceptable manner, a

To recognize superior performance behavior so that they will be continued.

Use of appraisal data

The final step in the evaluation process is the use of evaluation data. The HR department

must use the data and information generated through performance evaluation. In one way

or the other, data and information outputs of a performance appraisal Programme can

critically influence employer-employee reward opportunities. Specifically the data and

information will be useful in the following areas of HRM

Remuneration administration

Validation of selection programmes

Employee training and development programmes

Promotion, transfer and lay-off decisions

Grievance and discipline programmes

HR planning

Performance Management verses Performance Appraisal

The shift from performance appraisal to performance management requires a shift in

focus from a single event to a continuous process. The process provides employees with

direction and support via a detailed performance plan composed of goals, action steps,

measurements, and coaching throughout the yearlong cycle.


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Performance management is different from the single appraisal because it:

Begins with planning at the beginning of the year to clarify job expectations andaccountabilities between employee and manager

Eliminates current employee concerns that expectations are vague or notarticulated

Turns the appraisal document and appraisal meeting into the year-end feedbacksummary, the last of many meetings on performance.


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COMPANY PROFILE

Bal pharma was incorporated on 19th May 1987 as a private limited company and it

commenced commercial production from 1992. Mr.Shailesh Siroya, playing an activerole as the Managing Director of the company and steering it to better levels of

profitability, quality, and perfection, heads the company.

The Bal Pharma Ltd. based in Bangalore, India - a nature and future Friendly City has

been awarded the coveted ISO 9001 certificate by ANSI-RAB & KPMG, USA. Bal

Pharma has three manufacturing units (Bal I- Formulations, Bal II - Bulk Drugs &

Intermediates, Miaami - III Fluids & Ophthalmic Solutions), two units based in

Bangalore and one in Pune, all units are equipped with ultramodern state-of the- art

technology. All units conform to the GMP standards as laid down by WHO. Bal

Pharmas unit III has Form Fill and Seal (FFS) technology for small & large volume

parenteral at Miaami Pharma & Chemicals in Pune making them one of the only four

companies in India with FFS technology for Small Volume Parenteral. The bulk drug unit

specializes in high value niche products. They are the only manufacturer of Gliclazide by

developing their unique Process Technology. The European directorate of Quality

Management has awarded Certificate of Suitability for GLICLAZIDE Bulk Drug. At

Bal Pharma, stringent quality assurance procedure for their entire product range has made

them synonymous with quality in total. This is reflected in their commitment in meeting

the challenges of the international and national market for formulations, bulk drug and

intermediates.

Their exports of formulations include South East Asian and African countries. They have

already registered 150 of their formulations in these countries and are considering a fewmore. They have also forayed into marketing ofHERBAL MADICINES.

From a modest turnover of 35 million (US $ 0.83 million) in 1994, Bal Pharma has

surpassed a turnover of Rs. 450 million (US $ 9.23 million) in 2001-2002 and is today

poised for an accelerated growth to reach Rs. 1,000 million (US $ 24 million)


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Bal Pharma continues to strive to be the most progressive healthcare company dedicated

to promote human health and improve quality of life through high quality need based

formulations. The company has also successfully participated in global tenders

PRODUCT PROFILE OF BAL PHARMA

Analgesics / Antipyretics / Antiarthritics Antacids / Antiulcerants / Antiemetics Antihelmintics / Antiprotozoals Antiallergics / Liver Stimulants Antibiotic / Antibacterial Antidiabetics Antimalerials Antimicrobial (Topical) Antispasmodics Antitubercular Cardiac Care Cough Expectorants / Anticold Dermatologicals Neutraceuticals Progesterones Steroids Tranquilizers Large volume parenterals Small volume parenterals


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MISSION, VISION, GOALS AND OBJECTIVES

MISSION: We strive to be the most progressive heath care company, dedicated to

promote human health and quality of life through high quality need based formulations,provide disciplined service to customers, encourage and reward the professional

excellence of our people and ensure long term prosperity for our share holders.

VISION: We with an ambitious growth plan consider change as the key factor for

development. We believe change incorporates new ideas and perception, which helps in

growth and development of the company. We believe in scaling in new heights. We keep

in pace with the growing change, changing trends and always plan need based

formulations to maintain peoples health and manage suffering millions.

GOAL: We in a time span of3 years want to reach RS 300crore turnover and by the

year 2010 would want to have the world as our market.

OBJECTIVE: to ensure that every product that we manufacture must be safe, effective

of the highest quality and should be delivered too our customers on time.

Bal Pharma believes in achieving customers satisfaction as customers are considered as

the The Supreme Sovereign. The following are the methods adopted to maintain

customer satisfaction:

Following Good manufacturing Process as lay down by the WHO. Upgraded technology and use of best resources.

Well-trained personnel. Stringent in-hose specifications for products. Complying with registered required and continually incorporates the effectiveness

of the quality management systems. Promoting continuous improvement in all

fields of activity


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Performance Appraisal System at Bal Pharma Ltd

Performance management system consists of the processes used to identify, encourage,

measure, evaluate, improve, and reward employee performance. Performance appraisal is

the process of evaluating how well employees perform their jobs when compared to a set

of standards and then communicating that information.

Performance is essentially what an employee does or does not do. Bal Pharma assesses

the performance of its employees on the following criteria:

1.

Quantity of output2. Quality of output3. Timeliness of output4. Presence at work5. Cooperativeness

The existing Performance Appraisal System is of two types, in which they will see

how the individuals rate themselves. Then head of the department will appraise the

employees and on the basis of the score they will decide about the rewards,

promotions, what skills they need, etc.

1. Self Appraisal system

2. Rating Scale method

Self Appraisals:Getting employees to conduct a self-appraisal can be a useful

evaluation technique if the goal of evaluation is to further self-development.

When employees evaluate themselves, defensive behavior is less likely to occur

and self-improvement is thus more likely. When self-appraisals are used to


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determine areas of needed improvement, they can help users set personal goals for

the future. The risk is that the employee will be too lenient or too critical of his or

her performance.

Rating Scales: Perhaps the oldest and most widely used form of performance

appraisal is the rating scale, which requires the rater to provide a subjective

evaluation of an individuals performance along a scale from low to high. The

evaluation is based solely on the opinions of the rater, and in many cases the

criteria are not directly related to job performance.

The Key Elements of Performance Appraisal System

Appraisal approaches must identify performance-related standards, measure those

criteria, and then give feedback to employees and the HR department. If

performance standards or measures are not job-related, the evaluation can lead to

inaccurate or biased results, harming the managers relationship with their

employees and violating equal employment opportunity rulings. Without

feedback, improvement in human behavior is not likely and the department will

not have accurate records in its HR information system on which to base decisions

ranging from job design to compensation.


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The format comprises of five major parts as under in Employer appraisal form:

PART CONTENTS

TO BE FILLED

BY

Part-A Bio-data of the Appraisee - Appraiser

Part-B Evaluation Criteria - Appraiser

Part-C Strengths Worthy Mention - Appraiser

Part-D Training & Developmental

Needs

- Appraiser

Part-E Weightage for each area

agreed

- Appraiser

Part-A: In the first part of the Appraisal form bio-data of the

Appraisee has to be filled by the appraiser.

Part-B: In the second part the evaluation has been done by the Appraisee, the

evaluation criteria is of five skills set, which contains again the different

performance standards. For that appraiser has to rank on the basis of his

observation.

Part-C: In this part of the appraisal form appraiser has to write the strengths of the

appraisee.

Part-D: This part of appraisal form the appraisee has to mention the training needs

which ever required for the appraisee for the better performance on the job.

Part-E: This is the last part of the appraisal form where the net weight of the

appraisal system has to be written from both the side i.e. appraisee and appraiser.


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REVIEW OF LITERATURE

Purpose of the review of literature

The purpose of literature review is to identify the problem statement, understand the

secondary data that has been gathered in the field of study and to make new findings on

the problem statement.

Methodology of the review of literature

Methodology of the literature review different facets of information sources concerning

to motivation factors for employee satisfaction. Different sources used in order to collect

the information or data are:

Magazines and journals

The internet

Publications

Articles

The articles have been analyzed and used in the research for better understanding of the

topic.

Title: How to make performance reviews more useful

Author: Bruce L. Katcher, Ph.D. President of The Discovery Group.

Website referred: www.discoverysurveys.com

According to this article more than half of all employees believe that performance

reviews have not been useful in helping them to improve their job performance.

Employees have become cynical about the performance management process.
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The management can

Reinforce Positive Behaviors: "Reinforcing positive behavior will increase theprobability of that behavior."

Uncouple Employee Development and Compensation Discussions: Salaryreviews should occur separately on an annual basis.

Make Certain that the Performance Standards are Clear and Achievable:Performance measures must be made crystal clear. Use quantitative rather than

qualitative measures whenever possible.

Make Sure the Performance Measures are Relevant: Each performancemeasure should be relevant to each particular employee.

Provide Team and Customer Feedback: Performance feedback from teammembers and customers is often much more useful than supervisory feedback.

In summary, most employees find their performance reviews useless, but there are many

steps that management can take to make them much more meaningful.

Title: How to Improve the Effectiveness of Performance Management

and Appraisal by Overcoming the Root Cause of the Problem

Author: Julie Freeman

Website referred: www.hrmguide.com

This article explores why existing formal and informal approaches to Employee

Performance Management and Appraisal (EPMA) tend to work well enough in theory,

but fail to meet expectations in practice.

Organizations encourage, even urge, their managers to talk informally with their

employees about their performance on an ongoing basis. However, this rarely happens.

Moreover, even when managers do talk to their employees, the communication often falls

short of having the desired effect on their morale, motivation, and productivity. Despite

our best efforts to date, managers still report that they are uncomfortable giving feedback
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and discussing performance with their employees, especially if poor performance is a

factor. It identifies the root cause of the problems associated with giving and discussing.

Performance related information in formal and informal settings and presents a solution

to overcome them. Various suggestions for how the solution can be applied to meet

differing individual or corporate needs are also outlined.

Only about 10 per cent of the managerial population has a natural ability to discuss

performance with their employees in an effective way. According to the author, the root

cause of the problem does not appear to lie in a lack of ability within the managerial

population to honestly and accurately assess and evaluate an employees performance

and potential. Actually most managers can do this very well. The root cause of the

problem is that, to a greater or lesser extent, the vast majority of managers cannot

actually translate what they know about that performance into useful information and

then communicate it to the employee in an effective and practical way regardless of the

method they are asked to use. The proposed solution for such a problem according to the

author does not lie in trying to improve the technical elements of any given approach.

The PAF (Performance Analysis and Feedback) technique discussed in this article

provides a breakthrough in helping managers to deal with difficult situations like this. It

works because it shows managers a simple and logical way that they can analyze and

validate both the positive and negative aspects of their subjective fuzzy mental

impressions.

PAF is particularly effective for communicating "negative" information (the "hard stuff")

without the kind of stress and anxiety that managers ordinarily expect to experience in

such situations, and in a way that has the desired effect on employee behavior, outputs,

motivation and morale. However, it is equally effective for conveying positive

conclusions and opinions because it does so in a way that has the effect of building the

employee's self -esteem, confidence, and desire to do well, while negative conclusions

can be conveyed in a way that gets the hoped-for results.


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This technique works because firstly, regardless of whether the feedback is positive or

negative, the PAF Technique forces managers to analyze their conclusions in a very

specific, positive, future-focused way. Specificity is a golden rule of feedback of course,

but this approach goes ones step further because conclusions, once formed, are rarely

examined and communicated in this way.

Secondly, for negative feedback, the way that a problem is brought up and presented

makes it easier on the manager to say and easier on employees to hear, understand, and

accept, which decreases the potential for conflict and hurt feelings. Thirdly, the

specificity of the desired performance combined with the discussion about solution

options dramatically increases the probability that the process will achieve the hoped-for

results.

In summary, the big problem of improving performance-related communication between

managers and employees can be solved by simple solution. All it takes is the will to

implement it.

Title: How to link pay and job performanceAuthor: Bruce L. Katcher, Ph.D. President of The Discovery Group

Website Referred: www.discoverysurveys.com

7 out of 10 employees say there is no relationship between their job performance and

their pay. Employees want to feel that their good work is appreciated and appropriately

compensated. Problems discovered from this article are:

Employees believe that their performance is above average they therefore, believethat he or she should be paid above average.

Employees feel that they are not adequately paid compared to those performingsimilar work in other organizations.

Employees often perceive that there are poor performers in their organizationwho are earning as much if not more than they earn.
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Supervisors don't have the know-how or guts to differentiate between poor,average, and above average performers.

Tying pay to performance is very important to employees. This is particularly truein unionized organizations where the union has negotiated contracts that require

their employer to tie pay increases to years of service rather than performance.

The management can link pay to performance in the following manner:

Make the organizations Pay-for-Performance Philosophy Clear to Employees. Use Bonuses Rather than Pay Increases. Rate Supervisors on how well they Rate their Subordinates. Train Supervisors how to talk about Pay. Use Objective Performance Measures. Weed out Ineffective Performers.

In summary, employees typically want to be paid commensurate with the quality of their

job performance. Doing so requires a carefully constructed pay program, a commitment

from supervisors, and well-orchestrated communications to employees about their pay.

Title: Using a Balanced Scorecard Approach to Measure

Performance

Authors: Robert S. Kaplan and David P. Norton

Website referred: www.work911.com

Traditionally, organizational performance is measured by focusing on internal or process

performance, looking at factors such as the number of fulltime equivalents (FTE) allotted,

the number of programs controlled by the agency, or the size of the budget for the fiscal

year. In contrast, private sector businesses usually focus on the financial measures of

their bottom line: return on- investment, market share, and earnings-per-share. Alone,

neither of these approaches provides the full perspective of an organization's performance

that a manager needs to manage effectively. But by balancing internal and process
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measures with results and financial measures, managers will have a more complete

picture and will know where to make improvements.

Summary of Review of Literature:The articles reviewed tell us it is difficult to introduce a new system of performance

appraisal or modify the existing appraisal system. There always exists some problem

regarding the performance evaluation. The study therefore tries to suggest ways in which

the changes can be incorporated in a sequential and an ordered manner. Performance can

also be linked to the monetary benefits associated with the job. The recommendation part

of the research guides as to how the management can make the performance appraisal

system more effective. One of the ways to measure performance of an employee withrespect to organizational strategies is by designing Balance Scorecard. A balance

scorecard can be constructed with a specific purpose of linking any aspect of the

organization with the overall organizational goals.

Our literature survey indicates that the there is no stock type of mathematical formula for

performance appraisal. It differs from company to company. The research on company-

specific performance appraisal is inadequate. This has prompted us to take up this

research investigation.


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Research Methodology

Problem Statement:

A critical study of the effectiveness of the performance appraisal system and suggest

Ways for improvement.

Objectives of the Research:

The research survey is proposed to be undertaken with the following objectives:

To study the present Performance appraisal system at Bal Pharma Ltd. To ascertain the views/opinions of the Raters and Ratees working with the

company about Performance Appraisal System, existing in the company.

To suggest appropriate modifications in the existing Performance AppraisalSystem.

Type of Research:

Our research investigation is analytical. The respondents have been contacted through

questionnaires blended with focus group interviews and responses with regard to the

current performance appraisal system of the company have been analyzed.

Sampling Technique:

Though the study is confined to only one unit situated in Bangalore, a complete survey of

all the employees is not possible, because of their busy schedule. The respondents

belonging to the Executive level have been chosen.

Sample size:

A sample size of 50 employees has been selected on the basis of Random Sampling

method.


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Instrumentation techniques:

Structured Questionnaire Focus Group Discussion

Actual collection of data:

Data is the fact of an event. Data is the base for every research work. The data is mainly

classified into two groups.

Primary data:Thrust has been on collection of primary data. Structured questionnaire

has been used and discussed personally with the respondents to get their responses.

Secondary data: Books, journals, websites etc., have been consulted for obtaining

related information, and also for crosschecking of primary data.

Interpretation and analysis:

The data collected from the questionnaire have been synthesized in the form oftables and tabulated data has been analyzed.

Percentage is calculated for each and every table. Analysis and interpretation is done based on primary data. Inference is drawn from the analysis of primary data, to attain the objective of the

study.

The primary data is diagrammatically represented.

Limitations of the research

Study is limited to the Bangalore unit of Bal Pharma Ltd only. The sample size is limited to only 50 employees Analysis of primary data is done on the assumption that the answers given by the

respondents are true and correct.

Time and Resource constraints.


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DATA ANALYSIS AND INFERENCE

PROFILE OF RESPONDENTS

Q1. How many years of experience do you have in Bal Pharma Ltd?

TABLE 1:Table showing the response number of years of service renderedin Bal Pharma Ltd.

Years of Services No. Of respondents Percentage

00 to 01 20 40

01 to 03 8 16

03 to 05 10 20

05 and Above 12 24

TOTAL 50 100

Chart 1

40%

16%

20%

24%00 to 01

01 to 03

03 to 05

05 and Above

Source: Field Investigation


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Observation: The above table shows that 40% of them have 1 year of experience, 16%

of them have 3 years of experience, 20% of them are within 5 years and 20% of them are

above 5 years experienced.

Inference: This shows that many of the employees are new to the company. Because

50% of them are having only one year of experience in the organization


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Q2. According to you in Bal Pharma Ltd, Performance Appraisal system is used

TABLE 2:Table showing the response to the purpose of PAS in Bal Pharma Ltd

Options No. Of respondents Percentage

To measure performance 25 50

To Identify Skills 12 25

To Promote individual 5 12

To recognize & Reward 8 5

TOTAL 50 100

Chart 2

50%

24%

10%

16%

To measure

performance

To Identify

Skills

To Promote

individualTo recognize &

Reward


Observation: The above table shows that 50 % of the respondent says performance

appraisal system is used to measure the performance, 25 % to identify skills, 12% to

promote individual, 5% to recognize and reward

Inference:This shows that Bal Pharma uses PAS usually to measure the performance of

the employee on the job.


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Q3. Who is the rating officer of your performance in the appraisal system?

TABLE 3:Table showing the rating officer for the PAS in Bal Pharma Ltd.


Supervisor 5 10

Manager 0 0

Line manager 0 0

Head of the Department 45 90

TOTAL 50 100

chart 310%

0%0%

90%

Supervisor

Manager

Line manager

Head of the

Department


Observation: The above table shows that 90 % of the respondents say their rating officer

is head of their department and 10% of them said supervisor.

Inference:This shows that head of the department is their rating officer in the company.


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Q4. Does the present Performance Appraisal System takes into account these

following parameters?

TABLE 4:Table showing the job being performed by them is covered in PAS in Bal

Pharma Ltd.


Covered 28 56

Partially Covered 12 24

Not covered 10 20

TOTAL 50 100

Chart 4

56%24%

20%

Covered

Partially

CoveredNot covered


Observation: The above table shows 56% of them said its covered, 20% not covered

and 24% said partially covered.

Inference:This shows that usually they cover the job being performed by them on the

job.


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TABLE 5:Table showing the job knowledge of employee is covered in PAS in BalPharma Ltd.


Covered 27 54


Not covered 10 20

TOTAL 50 100

Chart 5

54%

26%

20%

Covered

Partially

CoveredNot covered




Inference:This shows that usually they cover the job knowledge of the employee on the

job.


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TABLE 6:Table showing the Efficiency of work done is covered in PAS in Bal PharmaLtd.


Covered 22 44


Not covered 10 20

TOTAL 50 100

Chart 6

44%

36%

20%

Covered

Partially Covered

Not covered




Inference:This shows that fairly they cover the efficiency of work done on the job.


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TABLE 7:Table showing the communication skills are covered in PAS in Bal PharmaLtd.


Covered 21 42


Not covered 10 20

TOTAL 50 100

Chart 7

42%

38%

20%

Covered

Partially Covered

Not covered




Inference:This shows that usually they cover communication skills of the employee to

measure the performance on the job.


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Q5. Do you agree that present appraisal system is accurately evaluating your

performance?

TABLE 8:Table showing how much accurately PAS evaluate the performance of theemployee


0% to 25% 20 40

26% to 50% 6 12

51 to 75% 16 32

76% to 100% 8 16

TOTAL 50 100

Chart 8

40%

12%

32%

16%

0% to 25%

26% to 50%

51 to 75%

76% to 100%


Observation: The above table shows 40% of them responded to 0%-25%, 12% of them

is to26%-%50%, 32% of them is to 51%-75% and 16% of them is to 76%-100%.

Inference:This shows that the PAS is not accurately evaluating the performance of the

employee on the job in the organization.


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Q6. According to your preference the present rating system is.

TABLE 9:Table showing preference to the rating system used by them in PAS


Very Good 5 10

Good 12 24

Average 26 52

Poor 7 14

TOTAL 50 100

Chart 9

10%

24%

52%

14%

Very Good

Good

Average

Poor


Observation: The above table shows 52% of them responded to average, 24% of them to

good, 14% of them is to poor and 10% of them is to very good.

Inference:This shows that the employees fairly satisfied with rating system followed by

the organization.


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Q7. How has the Appraisal System assisted in increasing following parameters?

TABLE 10:Table showing preference to the rating system used by them in PAS

Performance Efficiency Skill Knowledge

Options No% No. % No % No %

Excellent 4 8 5 10 5 10 5 10

Very Good 8 16 7 14 9 18 9 18

Good 25 50 23 46 21 42 21 42

Average 8 16 10 20 10 21 10 21

Poor 5 10 5 10 5 10 5 10

TOTAL 50 100 50 100 50 100 50 100

4

8

25

8 8

16

50

16

5

7

23

101014

46

20

5

9

21

1010

18

42

21

5

9

21

1010

18

42

21

0

10

20

30

40

50

1 2 3 4 5 6 7 8

Chart 10

Excellent

Very Good

Good

Average



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Observation: The above table shows three parameters,

A. Performance: 50% of them have responded for good, 16% to the very

good, 16% to average, 10% to poor and 8% to excellent.

B. Efficiency: 46% of them responded to good, 20% to average, 14% to very

good and 10 to each poor and excellent.

C. Skills: 42% of them have responded to good, 21%to average, 18% to very

good and 10% to each poor and excellent.

D. Knowledge: 42% of them have responded to good, 21%to average, 18%

to very good and 10% to each poor and excellent.

Inference:This shows that the PAS has fairly insisted them to increase their performance

of the job, efficiency of the work done, Skills which has to be improved and the

knowledge of the job.


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Q8. Do you feel that Performance Appraisal system totally depends on the Appraiser?

TABLE 11:Table showing the dependent of the appraisal system


Yes 23 46

No 12 24

To Some Extent 15 30

TOTAL 50 100

Chart 11

46%

24%

30%

Yes

No

To Some

Extent


Observation: The above table shows 46% of them responded to yes, 24% of them to no,

24% of them responded to some extent.

Inference:This shows that the appraisal system is mostly depends on appraiser only.


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Q9. According to you in this organization is there scope for individual development

to ensure new knowledge & skills

TABLE 12:Table showing the scope of individual development, in ensuring the newknowledge and skills.


Yes 25 50

No 10 20


TOTAL 50 100

Chart 12

50%

20%

30%

Yes

No

To Some Extent


Observation: The above table shows 50% of them said yes, 20% of them said no and

30% of them said to some extent it is true.

Inference: This shows that the appraisal system mostly encourages for individual

development in terms of job knowledge and skills.


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Q10. Does the Suggestions in the appraisal system, which are given by you are positively

looked into by seniors?

TABLE 13:Table showing opinion about the suggestions


Yes 23 46

No 12 24


TOTAL 50 100

Chart 13

46%

24%

30%

Yes

No

To Some Extent


Observation: The above table shows 46% of them said yes, 24% of them said no and

30% of them said to some extent it is true.

Inference:This shows that the suggestions given by the appraisee are taken into positive

way and encourages them to give suggestions also in the process of performance

appraisal system


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Q11. In your opinion present performance appraisal system is

TABLE 14:Table showing satisfaction of the performance appraisal system in BalPharma Ltd.


Very Good 0 0

Good 18 36

Average 20 40

Poor 12 24

TOTAL 50 100

Chart 14

36%

40%

24%

Very Good

Good

Average

Poor


Observation: The above table shows 40% of them said average, 36% of them said good,

24% of them said poor and 0% to very good.

Inference:This shows that the employees in Bal Pharma Ltd are fairly satisfied with the

present appraisal system.


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MAJOR RESEARCH FINDINGS

From the responses collected it can be inferred that the most of employees arenew to the company. Because 50% of them have only one year of experience.

And very less number of employees having 5 years and above experience in the

organization.

According to the survey, performance appraisal system is used for the measure ofperformance of the employee on the job.

From the responses collected from the survey, the rating officer for their appraisalis their head of the department.

According to the respondents, the job being performed by them, knowledge of thejob, and efficiency of work done and communication skills have been included in

the performance appraisal system.

According to the responses from the respondents the appraisal system used by thecompany does not evaluate the accurate performance of the employee on the job.

From the responses collected it can be inferred that the rating system used in theappraisal system are fairly satisfactory.

The present appraisal system encourages improving these parameters,performance of the job, knowledge of the job, skills and efficiency of the work

done.

From the responses the appraisal system fairly depends on the appraiser.


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According to the responses in Bal Pharma Ltd there is a scope for the individualdevelopment after the performance appraisal system.

The suggestions given by the appraisee after the appraisal system are taken intopositive. And also encourages them to give suggestions

From the responses collected it can be inferred that the performance appraisalsystem used in the organization does not evaluates the performance of the

employee accurately, therefore the employees and executives are fairly satisfied

with the present appraisal system.


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RECOMMENDATIONS

As employees feel that, job knowledge, communication skills & efficiency of thework done has effectively covered. How ever the employees feel that the training

interventions should be more frequent.

Communication skills are indispensable in modern day organization, soemployees should be encouraged to communicate their opinion about their

expectation, problems & suggestions.

A free and fair feedback to be given to the appraisee so that he/she can give therebest to the company and also allows self-development.

There should be a system for more frequent feed back on employee performanceand appraisal process should be designed to cater for quarterly/ biannual

performance appraisal

Some of the employees feel that appraisal process should be more transparent.

360 degree appraisal is a powerful developmental method and quite different totraditional manager-subordinate appraisals (which fulfill different purposes).

Organisation may look into adopting this method bringing for more subjectively

in the appraisal process.


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A guide for introducing 360-degree appraisals:

The following chart highlights the mechanism of 360-Degree:

Choose/design a system (or system provider), i.e., research and investigateoptions (other local or same-sector companies using 360 already are a helpful

reference point, or trade association HR group, or a specialist HR advisory body).

When decided on a system, pilot it with a few people to make sure it does whatexpected. (It's best to establish some simple parameters or KPA's by which one


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can make this assessment, rather than basing success on instinct or subjective

views.)

When satisfied with the system, launch it via a seminar or workshop, preferablyincluding role-plays and/or practical demonstration.

Support the implementation with ongoing training, (include an overview in yourinduction training as well), a written process guide/booklet, and also publish

process and standards on intranet.

Establish review and monitoring responsibility.

Ensure any 360-degree appraisal system is applied from top down, not bottomup, so everyone can see that the CEO is happy to undertake what he/she expects

all the other staff to do. (As with anything else, if the CEO and board agree to

undertake it first, the system will have much stronger take-up and credibility.)

I also recommend that the company can restructure its "performance appraisal system"

into "performance management system". I believe that to achieve performance

orientation, the company needs to focus on Performance Management System

rather than Performance Appraisal System. While PMS addresses all relevant and

interrelated issues of individual motivation and processes holistically, PAS is one of

the many sub-processes involved in a good PMS.

To sum up, it is my belief and conviction that if the above-said recommendations are

implemented, they would turbo charge the performance appraisal system/performance

management system of the company.


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ANNEXURE

Books:

1. " Human Resource Management" By J R

Gordon, Boston: Allyn & Bacon Publications

2002

2. "Human Resource Management" By Lawrence

S Kleiman, Atomic Dog Publishing Company,

20053. "Human Resource Management" By John M

Ivancevich, Tata McGraw Hill Publications

2005

4. "Human Resource Management" By Gary

Dessler, Pearson Education Publications,

2006

5. "Human Resource Management" By Cynthia D

Fisher, Lvle F Schoen Feldt and James B Shaw,

Wiley Dream Tec Publications 2005

6. "Human Resource Management" By Noe,

Hollenbeck, Gerhardt and Wright, McGraw Hill

Publications 2004

7. "People Management" Edited by G Surya Prakash

Rao, ICFAI Publications, 2002

8. "Managing People" Business Today Survey, BT

Publications, 2000


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JOURNALS:

Business Standard (Strategist) Harvard Business Review Journal of HRM Review (ICFAI publications) Business Line (Catalyst) Executive excellence (Sage Publications) Human Capital

WEBSITES USED:

1. www.google.com2. www.balpharma.com3. www.performance-appraisal.com
http://www.performance-appraisal.com/http://www.balpharma.com/http://www.google.com/


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Questionnaire

Employee Name : (Optional)

Department :

Date of Joining :

Qualification :

Designation :

1. How many years of experience do you have in Bal Pharma Ltd? 00 01 yr

01 03 yrs

03 05 yrs

05 & Above yrs

2. According to you in Bal Pharma Ltd, Performance Appraisal system is used

To measure Performance

To Identify Skills

To Promote Individual

To Recognize & Reward


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3. Who is the rating officer of your performance in the appraisal system?

Supervisor

Manager

Line Manager

Head of the department

4. Does the present Performance Appraisal System taken into account thesefollowing parameters?

A. Job being performed by you

Covered

Partially Covered

Not Covered

B. Job Knowledge

Covered

Partially covered

Not Covered


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C. Speed of the work done

Covered

Partially covered

Not Covered

D. Communication skills

Covered

Partially covered

Not Covered

5. Do you agree that present appraisal system is accurately evaluating yourperformance?

0% - 25%

26% - 50%

51% - 75%

76% - 100%


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6. According to your preference the present rating system is

Very Good

Good

Average

Poor

7. How has the Appraisal System assisted in increasing following parameters?

(Excellent - 5, Very Good - 4, Good - 3, Average 2, Poor-1)

Parameters5 4 3 2 1

Performance

Efficiency

Skills

Knowledge


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8. Do you feel that Performance Appraisal system is totally depends on theAppraiser?

Yes

No

To Some Extent

9. According to you in this organization is there scope for individualdevelopment to ensure new knowledge & skills

Yes

No

To Some Extent

10.Does the Suggestions in the appraisal system, which are given by you arepositively looked into by seniors?

Yes

No

To Some Extent


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11.In your opinion present performance appraisal system is

Very Good

Good

Average

Poor

12.Any suggestions to improve the Performance Appraisal System

_______________________________________________

_______________________________________________

_______________________________________________

Thank you for giving your responses to the questions in the questionnaire. I sincerely

assure you that your responses will be kept strictly confidential and shall only be used for

academic purpose.


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Bal Pharma Ltd-Saroja Bhimayya-04100

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