SYNOPSIS OF PROJECT WORK

“ EMPLOYEE PERFORMANCE APPRAISAL

SYSTEM AND ITS EFFECTIVENESS
IN
BSES YAMUNA POWER LIMITED”

Submitted by:

DINESH RAWAT
Enrollment No.081164249
Area of Specialization – HR

Questionnaire Attached - Yes

Resume of Project Guide - Yes
Phone No. of Project Guide -
Date of Submission -
WORKING TITLE

“EMPLOYEE PERFORMANCE APPRAISAL SYSTEM AND ITS EFFECTIVENESS

IN
BSES YAMUNA POWER LIMITED”

STATEMENT OF THE PROBLEM

Since organization exist to achieve goals, the degree of success that individual

employees have in reaching their individuals goals is important in determining

organizational effectiveness. The assessment of how successful employees have

been at meeting their individual goals, therefore, becomes a critical part of HRM.

This leads us to the topic of performance appraisal.

There are basically three purposes to which performance appraisal can be put.

 First, it can be used as a basis for reward allocations. Decisions as to who

gets salary increases, promotions, and other rewards are determined by their

performance evaluation.

 Second, these appraisals can be used for identifying areas where

development efforts are needed. Management needs to spot those

individuals who have specific skill or knowledge deficiencies. The

performance appraisal is a major tool for identifying these deficiencies.

 Finally the performance appraisal can be used as a criterion against which

selection devices and development programs are validated. It is one thing to

say, for example, that our selection process is successful in differentiating

satisfactory performers from unsatisfactory performers.

INTRODUCTION

Performance appraisal may be defined as a structured formal interaction

between a subordinate 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.

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. (Organizations need to be aware of laws in their

country that might restrict their capacity to dismiss employees or decrease 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.
OBJECTIVE AND SCOPE OF THE STUDY

This project aims at studying the system of performance appraisal and its

effectiveness in an organization. Performance appraisal is the most significant

and indispensable tool for the management as it provides useful information for

decision making in area of promotion and compensation reviews.

Thus broad objectives of the study includes:

 To know the present system of performance appraisal in BSES Yamuna Power

Ltd.

 To know the extent of effectiveness of the appraisal system

 To identify and know the area for improvement

 To measure the return on investment of time effort and energy for the process

 To suggest certain measures for further improvement in the current system

METHODOLOGY

The project work will be carried out in three stages, a structured questionnaire

with objective and question was communicated tested and finalise. During the

second stage, the questionnaire was administered to the employees at BSES

Yamuna Power Ltd. by individually contacting them. The work relating to data

entry compilation, data analysis and report writing constituted the third stage.

Interview index was also used at some places to get information on the project

subject.

The details of the methodology adopted are presented below:

DATA COLLECTION

PRIMARY SOURCES

The Questionnaire

Keeping in view the objective of the study, questionnaire will be designed and

tested on few employees. After getting the proper response and sanction from the

concerned department the questionnaire was finalised. The questionnaire

consisting of five sections.

First section of the questionnaire consisted of personal particulars and the

second section covered questions related to promotion policy. The third section

covered the system of performance appraisal in detail. The fourth section covered

system of communication followed in the organisation and the fifth section

consisted of one subjective question to get detailed input to make this system

more effective, if any.

Sample of the study

The population will be covered for the present study consisted of employee

belonging to supervisory and the level above. For the purpose of this study,

survey covered the employee of BSES Yamuna Power Ltd.. falling under

supervisor and the level above.

SECONDARY SOURCES

 Annual Reports

 Business Magazines, Journals

 Books

 Articles from websites

 PROPOSED CONTENTS

Chapter 1: Introduction

Chapter 2: Objective and Methodology of the Study

Chapter 3: Company Profile

Chapter 4: Performance Appraisal - Theoretical Review

Chapter 6: Performance Appraisal System in BSES Yamuna Power Ltd.- A

Review

Chapter 7: Analysis and Interpretation of Data

Chapter 8: Conclusion and Suggestions

Bibliography

Annexures
QUESTIONNAIRE

THIS STUDY IS DESIGNED TO GET OPINION ON TH PRESENT SYSTEM

OF PERFORMANCE APPRAISAL. (PROCESS, EVALUATION,
IMPLEMENTATION AND IT’S FOLLOW UP IN THE ORGANISATION)
KINDLY MARK YOUR APPROPRIATE RESPONSE.

PART A
Name: Age:

Department: Designation:

Qualification Total Exp.:

PART B
1. Is the promotion policy well defined in your organisation?
(A) Yes (B) No (C) can’t say
2. How many times you received promotion? (Last three years)
(A) None (B) One (C) Two (D) Three (E) Any other (Pl. specify)
3. Do you suggest any change in the policy? If so why?
4. Merit not recognized
5. Doesn’t define career plan
6. Not integrated with business
7. Heterogeneity within policy for different position
8. Any other (Pl. specify)

PART C

1. What do you think about the APPRAISAL SYSTEM in general?

A. Affair assessment of ability and performance
B. An annual ritual
C. A management gimmick
D. A necessary evil
E. Something useful for the employee and the organisation
F. Any other (Pl. specify)
2. How do you rate the factor / traits of evaluation?
(A) Outstanding (B) V.good (C) Good (D)Satisfactory (E)Poor
3. Is the assessment an on going process?
(A) Yes (B) No (C) can’t say

4. In which following areas (one more than one) does the present system help you to
understand your ability? (Pl. specify.)
A. Planning
 B. Problem solving
C. Ability to motivate
D. Identify training needs
E. Communication
F. Role clarity
G. Any other (Pl. specify)
5. Does this system help you in aligning your goal with those of organisation?
(A) Yes (B) No (C) can’t say
6. In your opinion who should appraise you?
A. Your immediate supervisor
B. Department head
C. Appraisal committee
D. Self-appraisal
E. Satisfied with the present system
7. How do you find the appraiser’s approach in appraisal process?
(A) Outstanding (B) V.good (C) Good (D)Satisfactory (E)Poor
8. Is the system linked to monetary bene
9. fit? If yes, does it extend to you
(A) Yes (B) No (C) can’t say
10. Does the present system help in rewards for performing well?
A. Rarely
B. On a few occasion
C. Sometimes
D. Often
E. Almost Always
11. Does it help prioritize your area of responsibility?
(A) Yes (B) No (C) can’t say
12. In your opinion does it helps in career progress?
A. To a large extent
B. To some extent
C. Not at all
13. Does this system provide feedback on your performance?
A. Rarely
B. On a few occasion
C. Sometimes
D. Often
E. Almost Always
14. Based on your ability does it lay career development plan for you?
A. To a large extent
B. To some extent
C. Not at all
15. What kind of remedial measures are taken?
A. Job rotation
B. Sent to training programme
C. Counselled
D. Any other (Pl. specify.)
 E. None
15. In your opinion does this system provide for taping the potential of individual?
A. To a large extent
B. To some extent
C. Not at all
16. In your opinion does it provide for identifying training needs?
A. To a large extent
B. To some extent
C. Not at all
17. Have you been rotated to other department or within the department?
(A) Yes (B) No
18. In your opinion does this systym help the management identify right individual for a right
job to achieve the goal of the organisation?
D. D To a large extent
E. To some extent
F. Not at all
19. Do you need counseling?
(A) Yes (B) No (C) can’t say

20. Does the organisation provide counseling after appraisal?

(A) Yes (B) No (C) can’t say
21. How do you find the overall assessment of PERFORMANCE APPRAISAL?
(A) Outstanding (B) V.good (C) Good (D) Satisfactory (E) Poor

Part D
1. What is the system of communication?
(A) Upward (B) Down ward (C) Both A&B (D) Lateral
2. Have you understood clearly as to what is expected of you?
(A) Yes (B) No (C) can’t say
Part E
1. In your opinion how can the present appraisal system be made more effective? (Pl. specify

point