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A
Summer Internship Project
On
Impact of Performance Appraisal System in GPIL
Submitted for partial fulfillment of requirement for the award of degree
Of
Post Graduate Diploma in ManagementPGDM
Of
DISHA SCHOOL OF MANAGEMENTRaipur (C.G.)
Session 2009-11
Supervised By External Guide: Supervised By Internal Guide:S. SURESH Dr. MONIKA SETHI
Sr. Manager HR HODHuman Resource, GPIL Human Resource, DSM
Submitted by:
2010
DEPARTMENT OF MANAGEMENTDISHA SCHOOL OF MANAGEMENT
AICTE Approved, Ministry of HRD Government of India
DECLARATION
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I the undersigned solemnly declare that the report of the project work entitle
Impact of Performance Appraisal System in GPIL, is based my own work carried o
during the course of my study under the supervision of Dr. Monika Sethi.
I assert that the statements made and conclusions drawn are an outcome of the proje
work. I further declare that to the best of my knowledge and belief that the project repo
does not contain any part of any work which has been submitted for the award of any oth
degree/diploma/certificate in this Institute or any other Institute.
___________________
(Signature of the Candidate
CERTIFICATE BY INTERNAL GUIDE
This to certify that the report of the project submitted is the outcome of the project
work entitled Impact of Performance Appraisal System in GPIL carried out by carrie
by under my guidance and supervision for the award of Post Graduate Diploma
Management of Disha School of Management, AICTE approved, Ministry of HR
Government of India Raipur (C.G), India.
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To the best of the my knowledge the report
i) Embodies the work of the candidate himself,
ii) Has duly been completed,
iii) Fulfils the requirement of the ordinance relating to the PGDM degree of the
Institute and
iv) Is up to the desired standard for the purpose of which is submitted.
_______________________
(Signature of the Guide)
Name:
Designation:
Department:
Name & Address of the Institute
The project work as mentioned above is hereby being recommended and forwarded for
examination and evaluation.
CERTIFICATE BY THE EXAMINERS
This is to certify that the project entitled
(Impact of Performance Appraisal System in GPIL)
Submitted by
Bhoopendra Kumar Sahu Roll No.:0908042 Enrollment No.: 0908042. Has been examined by
the undersigned as a part of the examination for the award of Post Graduate Diploma
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in Management of Disha School of Management, AICTE approved, Ministry of
HRD Government of India Raipur (C.G), India.
________________
________________
Name & Signature of Name & Signature
Internal Examiner External Examiner
Date: Date:
Forwarded by
Academic Head
Department of Management
ACKNOWLEDGEMENT
I feel it my profound privilege to express my most sincere gratitude and indebtedness to m
project guide Mr. S. SURESH, Sr. Manager HRwho was instrumental in providing me direction, consta
encouragement and co-operation in my attempt to take this project to its logical conclusion.
I also want to thank whole HR team at GPIL for having granted me this wonderful opportunity to pursue m
summer project at GODAWARI POWER AND ISPAT LTD. I would like to extend my gratitude to all t
respondents who featured in my survey but remain as nameless entities and also to all those who have been o
help directly or indirectly but have not featured here.
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I would like to thank all my teachers at Disha School of Management and especially my mentor D
MONIKA SETHI without whose support this summer training would not have been possible. In brevity,
was pleasure working in the organization, which provided me the most congenial environment for learning.
___________________
(Signature of the Candidate
PREFACE
The purpose of this study was to determine the factors which the employees in the organization
preferring for their appraisal and the employees satisfaction with the existing appraisal system.
The results of the current study can be used by organization to develop policies, practices, and
strategies regarding their appraisal system and can create greater efficiencies in meeting strategic
business objectives. Findings were made based on the data collected from 100 employees with the aidof a questionnaire in which 5-point likert scale and rating scale were employed.
Most of the respondents rated both subjective and objective measures as preferable. It was also found
that some employees surveyed are dissatisfied with their present organization appraisal methods and
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there are great chances that they may leave their employer if they get better job opportunities from any
better employer. The employer must pay attention to this situation and design effective methods as
remedies at the earliest or else they may soon lose their efficient workforce
Table of Contents
Chapter Title Page No.
I Introduction 1
1.1 introduction to the topic
1.2 objectives of the study
1.3 scope of the study
1.4 limitations of the study
II Concept and Review 72.1. concepts of the study
2.2 review of related literature
2.3 company profile
2.4 product profile
III Methodology 21
3.1 introduction
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3.2 research design
3.3 sampl ing techn iques
3.4 data collection
3.5 tools of the study IV Analysis and Interpretation 24
4.1 analysis of the data
V Suggestion and Conclusion 44
5.1 findings of the study
5.2 suggestions
5.3 conclusion
Bibliography 48
Appendix 49
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Chapter I
Introduction
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CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION TO THE TOPIC
Managing employee performance is an integral pa
of the work that all managers and rating officials perform throughout the year. It is a
important as managing financial resources and program outcomes because employe
performance or the lack thereof, has a profound effect on both the financial and progra
components of any organization.
Performance appraisal system is the best way to maintain the assets of an organization that are the Employee
A formal definition of performance appraisal is:
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It is the systematic evaluation of the individual with respect to his or her performance on the job and his o
her potential for development.
Definitions
180 Appraisal extends the traditional appraisal process to make the feedback process two-way. Feedback from tea
members can be provided to their line manager on a one-to-one basis during the individuals appraisal discussion, or
can be collated and presented as group feedback from all team members.
360 Appraisal involves capturing feedback about an individual from a range of people (respondents) including his
her line manager, colleagues and direct reports. The data is then compared with the individuals own assessment of th
performance. In some models, external contacts and partners may also be involved.
GODAWARI POWER AND ISPAT LTD. currently having 180 Performance Appraisal System.
Performance appraisal system in GPIL has two over arching Goals:
1. To encourage high levels of employee motivation and performance.
2. To provide accurate information to be used in managerial decision making.
These goals are interrelated because one of the principal ways that managers motivate employees is b
making decisions about how to distribute outcomes to match different levels of performance.
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Developing a Performance Appraisal System in GPIL:
Managers can use the information gained from performance appraisal for two main purposes:
1. Developmental purposes such as determining how to motivate an employee to perform at a high lev
evaluating which of an employee's weaknesses can be corrected by additional training, and helping a
employee formulate appropriate career goals.
2. Evaluative, decision-making purposes such as deciding whom to promote, how to set pay levels, a
how to assign tasks to individual employee.
Methods of Appraisal in GPIL
The measures managers use to appraise performance can be of two types:
1. Objective and,
2. Subjective.
Objective measures such as numerical counts are based on facts. They are used primarily wh
results are the focus of Performance appraisal. The number of televisions a factory employ
assembles in a day, the dollar value of the sales a salesperson makes in a week, the number of patien
a physician treats in a day and the return on capital, profit margin, and growth in income of a busineare all objective measures of performance.
Subjective measures are based on individuals' perceptions, and can be used for appraisals based o
traits, behaviors, and results. Because subjective measures are based on perceptions, they a
vulnerable to many of the biases and problems that can distort person perception. Because there is n
alternative to the use of subjective measures for many jobs, researchers and managers have focus
considerable attention on the best way to construct subjective measures of performance.
STATEMENT OF THE PROBLEM
The performance appraisal of the employees in the organization should be an effective tool f
measuring the employees performance. If the performance not measured in a real manner it will be a critic
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issue. A study on impact of performance appraisal was undertaken to study the reasons and ways to impro
the condition.
1.2 OBJECTIVES OF THE STUDY
The present study on Impact of Performance Appraisal System in GPIL was undertaken with t
following objectives keeping in mind for the benefit of employees of GPIL:
To find out the employees satisfaction level regarding the existing performance apprais
system.
To find out whether the company is providing effective training for the improvement
employees performance.
To determine the gaps in the existing system.
To determine what type of appraisal did the employees really looking for.
To find is there is any opportunities provided for the employees to improve their performance.
1.3 SCOPE OF THE STUDY
The scope of the project is fully dependent upon the objectives of the project:
This study can be helpful for GPIL while conducting any further research.
The s tudy is also helpful in f inding out the respondents opinion towards cer ta
attributes.
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I t i s a lso he lpful in f inding out the r each and effec t iveness of the performan
appraisal system in GPIL.
Thi s s tudy a ls o s er ves a s a bas e f or under st andi ng t he per cept ion about t
employees regarding their performance appraisal. With the results of the study GPIL can improve their standards of 180-degree appraisal system.
1.4 LIMITATIONS OF THE STUDY
Time and resource were the major constraints during the execution of the project. Therefo
only a limited number of employees were included in the project.
The respondents were selected inside the organization only. So it cannot be generalized as
whole.
Some of the respondents were not even ready to spare time with the researcher.
There are many respondents who hesitated to answer the questionnaire.
The human behaviour is dynamic and hence the results may not hold good for a long time.
The results of the survey are totally dependent on the accuracy and authenticity of t
information provided by the respondents.
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CHAPTER 2
CONCEPTS AND REVIEW
2.1 CONCEPTS OF THE STUDY
2.1.1 Concept of Performance Appraisal System
All over the world, employees would love their jobs, l ike their co-employees, wo
hard for them, get paid wel l for thei r work, have ample chances for advancement , an
flexible schedules so they could attend to personal or family needs when necessary.
The performance appraisal i s to assess a person and let him to know where he
being standing along with the job. I t is to f ind whether he is performing with his task
not.
2.2 REVIEW OF RELATED LITERATURE
1. M Bowels and G Coates (1993)
The Management of Performance as Rhetoric on Reality
ARGUMENT:
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Manager s a re mos tl y appra is ed by r es ul ts , but r es ul ts a lone canno t r ef le
performance because it is still affected by many other factors.
RESEARCH:
The problems faced by the organiza tion experiencing some di ff icult ies we
measuring performance and the extra demands made on managers.
CONCLUSION:
Management should provide the enabl ing condit ions through which work
performed. Performance appraisal should be an opportunistic means to address performan
issues rather than a coherent systematic process.
2. D Winstanely and K Stuart-Smith (1996)
RESEARCH:
Conclusive evidence that leads to improved performance is lacking.
Not enough time is given to the p rocess.
It reinforces modes of intrusive control.
CONCLUSION:
The focus must move away from measurement and judgement towards developin
understanding and building up trust to allow a genuine dialogue to take place.
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2.3 COMPANY PROFILE
Godawari Power & Ispat Ltd. (GPIL) a public Ltd. Co., formally Ispat Godawari Ltd (IGL),
belonging to HIRA Group of Industries, Raipur, C.G. was incorporated in 1999 to set up an integrated steel
plant with captive power generation under the guidance of visionary leadership of Shri B. L. Agrawal,
Managing Director, a techno commercial person (Qualified Engineer) having proven wide experience in
commissioning & running of Cement Plant, Sponge Iron Plant etc., backed by a dedicated team of
professionally qualified personnel under the stewardship of board of Directors having expertise in
Engineering finance administration GPIL is listed co. with the nation stock exchange and Bombay Stock
Exchange.
GPIL is a flagship Company of Raipur-based Hira Group of Industries, which is an integrated steel
manufacturer and is having dominant presence in the long product segment of the Steel industry, mainly into
mild steel wire. Today, GPIL is an end-to-end manufacturer of mild steel wires. In the process, the company
manufactures sponge iron, billets, Ferro alloys, captive power, wires rods (through subsidiary company), ste
wires, Oxygen gas, fly ash brick and last but not the least pallets. GPIL is also awarded rights forIron Ore
and Coal Mining for captive consumption, as a result of which, the company has managed to traverse the
entire value chain (raw material to final product) in steel wires and is now a fully integrated manufacturer.
GPIL has come a long way since it started its operation in Raipur, Chhattisgarh as a sponge iron manufactur
in the year 2001. Over the last few years, the company has scaled up its capacity five fold and is today the
third largest producer of coal based sponge iron in India and is one of the largest players in the mild steel
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wires segment. Not only has the company increased its scale during the aforesaid period, it has also moved u
the value chain.
Milestones
The Company crossed Rs 1000 crore marks in turnover. 2007-08 has seen an all around growth in th
performance of the company, backed by higher volumes of production and better price realizations.
The company has achieved consolidated revenue of Rs. 936 crore during the year under review as
compared to revenue of Rs. 551 crore during the previous year, a growth of 70%.
The consolidated net profit after tax grew by 82% to Rs. 99 crore as against Rs. 54 crore during the
previous year.
Considering the fact that just two years ago, when we concluded our initial public
offering our revenues were just 275 crore and net profit of Rs. 22 crore, the company has within a short span
of time achieved significant growth in volume of business, revenue, profits and net worth and achieved annu
compounded growth of over 80% in terms of revenue and profitability last during two years.
Future Plans
The growth drivers are still on with further plans to improve the operating margins by entering into backwar
integration through mining of iron ore and coal and venturing into value added manufacturing facilities by
setting up iron pelletisation plant-a process to convert iron ore fines into pellets which can be used as a raw
material for making sponge iron as replacement of sized iron ore.
GPIL has been granted mining lease for 2 iron ore mines at Ari Dongri and Boria Tibu in Chattisgarh. Th
would be on an area of 216 hectare & prospecting license for another iron ore mines with an area of 754
hectare in Chattisgarh.
GPIL has also been granted mining rights in consortium for mining of coal in Chattisgarh and the coal mines
are being developed through special purpose Joint venture Company which has also achieved significant
progress towards getting various regulatory approvals and coal mining operations are expected to commence
some time in FY 2011.
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To insulate against the hazards of price fluctuation due to Govt. fiscal policies, uncertainty of supplies
ensuring energy securities and of all basic & primary inputs GPIL carried out backward integration by
entering into mining of coal/Iron ore & generation of captive power and forward integration by acquiring wi
drawing plants (RRL), promoting 10% subsidiary Co. for venturing into generating of merchant power,inverting in J. V. Companies for development of coalmines and setting up railway siding for captive use.
Consistent with the vision, GPIL, continually endeavors in mastering the techniques for improving the factor
affecting there mission with environment, customers, benefits to society, public Image, philosophy & values
profitability & growth; pursuing innovation, Creativity, Diversity, environment excellence and change. We
believe in blue ocean technology i.e., a sound strategy model to put technology to use in a commercial
way inducting low cost process planning, preparing new technology road map benchmarking of proce
with worlds best to ensure desired outputs from the inputs.
To become one of the most competitive integrated steel plants with diversified products, specializing in
particular to be reckoned with as a dominant leader in wire segment contributing substantially in meeting
consumers needs, creating shareholders value and spearheading to be a leader in global wire segment market
pari pasu with powering Indias growth to serve community and the nation in the decades to come.
We exist to create, make and market useful products and services (Power)
to satisfy the needs of our customer throughout the world. The means
envisaged to achieve this are high technology and productivity, consistent
with modern management practices, we believe in honesty and integrity apart from profitability which is a
driving force for economic growth.
Values at GPIL
believe in:
Innovation
Creativity
Diversity
To Employees:
Concern for employee
Professional Work Culture
Trusteeship, Respect for individual
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Environmental
excellence
Change
Customer Focus
Organizational Pride
Total quality
Employees
To Society:
Responding to the needs of community
Partnering the community in timely manner
Providing Aids whenever & wherever
Required
HR Policy of GPIL
To meet challenging demands of the Global business environment & aspirations of the Company to grow
within India & beyond, the focus of our HR Strategy is to develop business leaders for tomorrow.
Align our HR policies with our strategy of being a technology savvy, customer focused & cost competitive
Company & foster a climate of creativity, innovation and enthusiasm.
GPIL HR policies are to:
Attract and retain the best talent;
Embellish and enhance their capabilities through training;
Motivate them to contribute their best;
Reward & Recognize to develop a high performing organisation;
Provide opportunities for growth and development;
Create, nourish and maintain an extremely open, congenial, and receptive work environment;
Provide leadership that is not only inspirational, but to create synergies which lead to a team output.
Role of HR in GPIL is to:
Shift from support group to strategic partner in business operations.
Spend more time and effort understanding the business environment and the key strategic issues face
by the Company.
Develop Global Managers for tomorrow to ensure the companys role as a global player.
Build performance measures to ensure achievements of business objectives.
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Developing professional attitude, approach & develop required competencies.
Inculcate a spirit of learning and enjoying challenges.
Provide job contentment through empowerment, accountability and responsibility.
Demonstrate fairness, equality of opportunity and respect to all.
We vehemently recruit the young brain as GET/DET/Management Trainee in almost all field of faculty from
local and central India.
The Board of Directors has a combination of Executive and Non-Executive Directors. The Board comprises
of five Whole-time Directors (the Managing Director and four Executive Directors) and six Non-executive
Directors. Four of the Non-executive Directors are Independent Directors. Accordingly, the Composition of
the Board is in conformity with the Listing Agreement.
Except the Managing Director, all other Directors are liable to retire by rotation as per the provisions of the
Companies Act, 1956.
The names and categories of the Director on the Board and also the number of Directorships and Committee
Memberships held by them during 2007-08 in other Companies are as under:
Mr. G.B. Desai
Chairman Independent Director
Shri G.B. Desai aged 81 years, has to his credit wide experience in the field of capital markets where he is
dealing for over three decades. He is Ex President of Bombay Stock Exchange. He holds directorship of Axi
Capital Markets India Limited and Tracom Stock Brokers Private Limited.
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Mr. O.P. Agrawal
Vice Chairman, Non Executive Director
Shri O.P. Agrawal, son of late R.R. Agrawal, aged 56 years is a Commerce Graduate. He has vast Industrial
Experience of Setting up of Ferro Alloys and Power Plants. He serves on the Boards of Hira Power & Steels
Limited, Hira Global Limited, Hira Global Marketing Limited, Hira Global Alloys Limited & Hira Power an
Alloys Limited.
Mr. B. L. Agrawal
Managing Director
An Electronic Engineer, he is a first generation entrepreneur. While his family concentrated on its traditiona
trading business, it was his entrepreneurial spirit that laid the foundation of GPIL and the entry of the Agraw
family into the metals business.
Mr. Dinesh Agrawal
Executive Director Projects
Associated with GPIL for over 9 years, he is an Electrical Engineer and has been associated with the
companys Ferro alloys and steel rolling units in the past. He is currently overseeing the setting up of the
captive power plant.
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Mr. Siddharth Agrawal
Executive Director - Operations
Mr. Siddarth Agrawal, son of Mr. B.L. Agrawal, is the Executive director of the Company and looking after
the project implementation, procurement of raw material, Plant maintenance, Production activities and
marketing of finished goods of the Company. He has hands-on experience in the Steel Industry with expertis
in Sponge Iron, Steel Melting and Power generation. His rich experience has stood him at comparable level
put him to up scales on growth ladder.
Mr. Dinesh Gandhi
Director Finance
A Chartered Accountant and Company Secretary by qualification, he brings to the table his two decades of
experience in the areas of accounts, finance, project planning and financing. A dynamic financial analyst, his
competence strategically directs the company.
Shri Vinod Pillai
Director
Shri Vinod Pillai, 41, is a commerce graduate with high energy and enthusiasm. He serves on the Board of
M/s Hira Cement Limited. He has been associated with Hira Group of Industries since 1989. He has rich
experience in Sales, Administration, Liaisoning, Logistics, and has played a vital role in commissioning of
new projects of Hira Group of Industries.
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Mr. Shashi Kumar
Independent Director
Shri Shashi Kumar, aged 61 years, having about 38 years of rich experience in various fields, is a B.Sc.
(Hons.) graduated in Mining Engineering form Indian School of Mines, Dhanbad and obtained his 2nd class
Mine Managers Certificate of competency (in 1969) and 1st class Mine class Mine Managers Certificate of
Competency (in 1970).
Mr. Biswajit Choudhari
Independent Director
Shri Biswajit Choudhari, B.Tec ( Hons), FICWA, aged 65 years, has over 44 years of experience in
Engineering, Banking, Finance and Management. Shri Biswajit Choudhari graduated as a Mechanical
Engineer from IIT, Kharagpur in 1963 is also a Fellow Member of ICWAI and Indian institute of Banking a
Finance.
He acted as Director and Member of various Boards and Councils .He is currently an independent director o
the Board of Bihar Caustic & Chemicals Limited, Orind Exports Limited, and Bengal Sunny Rock EstateHousing Development Company Limited.
Mr. B. N. Ojha
Independent Director
Shri B.N. Ojha aged 64 years, is Bachelor of Electrical Engineering from BIT Sindari. He served NTPC in
various capacities till 2003. He is presently on the Board of various reputed companies like Nuclear Power
Corporation, (Govt. of India Undertaking), Regional Electricity Boards, Northern Coal Fields Limited and
Damodar Valley Corporation and he is holding Chairmanship in Bhilai Electric Supply Limited and NSPCL
Presently he is also a member of the Export Committee, Department of Atomic Energy, Govt. of India.
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Mr. N. P. Agrawal
Non Executive Director
Shri Narayan Prasad Agrawal, son of late R.R. Agrawal, aged 49 years is a Commerce Graduate. He is also
having vast Industrial Experience of setting up of Ferro Alloys and Power Plants. He serves on the Boards of
Hira Ferro Alloys Limited and Hira Power and Alloys Limited.
Globalization is gathering momentum and so, we are also replicating the best governing practices as
being followed in other parts of the developed countries irrespective of the political, cultural and
historical factors. Although this factors continue to be formidable barriers, our approach is always
proactive and effective in embracing the best corporate governance practices in the world with a vision
to maximize share holders value.
1. Godawari Cement & Clinkers Ltd.
GPIL is setting up a manufacturing facility in the state of Chattisgarh with proposed investment of Rs. 628
crore. Clinker with an annual capacity of 1.00 MTPA, cement with an annual capacity of 2.00 MTPA, captiv
Power plant with 50 MW of capacity.
2. Godawari Energy Ltd.
Godawari Energy Limited formerly known as Godawari power Ltd.is a upcoming project of a power plant
with 1200 MW capacity coming up at Raigarh district.
3. R.R. Ispat
As part of forward integration process, your company has acquired 100% equity share capital of M/s
R.R.Ispat Ltd., a company engaged in the rolling of Billets manufactured by your company into wire rods an
further conversation of wire rods into wires. The operation of the subsidiary company for the financial year
2007-08 has been quiet satisfactory. The company has achieved net sales of Rs. 196.50 crore and net profit o
Rs. 3.62 crore during the year under review as required under the provisions of accounting standards.
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4. Ardent Steel Ltd, New Delhi.
Ardent Steel Ltd (ASL) proposes to set up a project for producing 0.6 million tones of pellets per annum. AS
has already acquired a 50 acre plot of land at village and P.O. Phuljhar Via. Sukali Keonjhar district. The lan
is located very close to iron ore mine belt near barbil. So that as ASL is able to procure Iron ore fines at a
cheaper rate with lower cost of carriage inward.
5. Hira Steels Limited
Hira Steels Limited was established in 1994. It is a state of the art fully automatic, high speed wire rod mill
& wire drawing unit with an installed capacity to produce 42500 MT of Wire rods & 20000 MT of wires. Th
company is situated at Pot No. 720/1 Rawabhata Industrial Area, Rawabhata, Raipur. The company has
earned very good market for its product and has made it own entity in the market for their product throughou
India. The current capacity of the plant is 1,00,000 MT per annum of Wire Rods & 50,000 MT per annum ofHB Wires.
In line with anticipated increase in
production and consumption of steel in
India, the Company plans to increases the
production capacities to 1 million tones and
has also signed an MOU with State
Government for investment in steel manufacturing & captive power generation facilities. The further capacit
expansion projects shall be taken up, after captive iron ore mines starts production which is expected during
the current year. In the meantime the Company has decided to set a 0.6 million ton iron ore pelletisation plan
which is under implementation at its existing plant location and also decided to set a 0.6 million ton
pelletisation plant in joint venture in Orissa, which will provide huge opportunities due to availability of iron
ore mines in India. The focus of our Company in immediate future over a period of next two year is to start
the captive iron ore & coal mines and strengthen the position on raw material and also pursue further capacit
expansion plans. The company is also exploring opportunities into merchant power business by setting IPP
based on thermal coal washery reject and have initiated effective steps towards the same. The detailed plan i
this regard shall be announced in due course once the projects are finalized and ready to take off.
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Our Company has also taken up various initiatives to emerge out as low cost steel wire producer with captive
iron ore mines, coal mines and power generation facilities, which form part of 60 to 70% of the cost of
production of finished steel. The Company has also made arrangements for captive railway siding which has
already started operation.
2.4 PRODUCT PROFILE
Godawari Power & Ispat Limited
GPIL is an integrated steel plant situated at Siltara, Raipur. It has the following capacities :
Sponge Iron 4,95,000 MTPA
Steel Billets 4,00,000 MTPA
Steel Wires 1,20,000 MTPA
Power 53 MW
Ferro Alloys 16,500 MTPA
Oxygen Gas 1.1 Million CUM per Annum
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CHAPTER 3
METHODOLOGY
3.1 INTRODUCTION
Research is a scientific and systematic search for pertinent information on a specific topic. Resear
is an art of scientific investigation. According to Clifford Woody, Research comprises defining a
redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluatin
data, making deductions and reaching conclusions and at last carefully testing the conclusions to determi
whether they fit the formulating hypothesis.
3.2 RESEARCH DESIGN
Research design aids the researcher in the allocation of limited resources by posing crucial choices
methodology.
Research design is the plan and structure of investigation so conceived as to obtain answers to resear
questions. The plan is the over all program of the research to the final analysis of data.
DESCRIPTIVE RESEARCH DESIGN
The design for this study is descriptive research design. This design was chosen as
describes accurately the characteristics of a part icular system as well as the views held b
individuals about the system. The views and opinions of employees about the system he
to s tudy the sui tabi l i ty of the sys tem as wel l as the const raints that might res t r ict i
effectiveness.
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3.3 SAMPLING TECHNIQUES
The s ampl ing t echn ique adopt ed f or t he pur pose o f t he s tudy i s conveni en
sampling.
As the name impl ies a convenience sample means selecting part icular units of th
universe to constitute a sample.
SAMPLE SIZE
The sample size of the study is 100. This sample is considered as representative.
The total employees in GPIL are 1408 and near about 1500 workers are on contract
basis.
3.4 DATA COLLECTION
PRIMARY SOURCE:
The primary source of data is through Questionnaire.
SECONDARY SOURCE:
The secondary source of information is based on the various details retrieved fromJournals, Websites and Magazines.
The data for this study has been collected through primary sources. Primary data for this study was
collected with the help of Questionnaires. The extra information was collected through interviews with the
employees at various departments.
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3.5 TOOLS OF THE STUDY
3.5.1 Tool used for data collection:
The tool used for collecting the data is through the questionnaire. The main reaso
for selecting the questionnaire method for the study is:
Respondents have adequate time to give well thought out answers.
The time of the study was also a limiting factor.
Five pointer scales were use through the Questionnaire.
Closed-Ended Questionnaire was also used.
3.5.2 AREA OF THE STUDY
The Study (Impact of Performance Appraisal System at GPIL) is conducted at Godawari Power an
Ispat Ltd., Siltara.
CHAPTER 4
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ANALYSIS AND INTERPRETATION
4.1 ANALYSIS OF THE DATA
Q.1. Performance appraisal preferred by
Table 1
Table showing the
preference of the appraisal
Source: Primary data
Inference
The above table shows that 76% of the respondents prefer supervisors appraisal, 14% of the responden
prefer subordinates appraisal and remaining 10% of the respondents prefer peers appraisal.Figure 1
Q.2. Performance appraisal should be based on
Table 2
Table showing the basis of the performance appraisal
Preference of
appraisal
No of
respondents
Simple
percentage
Peers
SubordinatesSupervisors
10
1476
10
1476
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Source: Primary data
Inference
The above table shows that 80% of the respondents prefer both the quality and target for their basis
performance appraisal, 12% of the respondents prefer quality alone and 8% of the respondents prefer targ
alone.
Figure 2
Q.3.The frequency of appraisal should be
Table 3
Table showing frequency
of the appraisal system
Source: Primary data
Basis of
performance
appraisal
No of
respondents
Simple
percentage
Quality
Target
Both
12
08
80
12
08
80
Frequency of
appraisal
No of
respondents
Simple
percentage
Monthly
Half yearly
Annual
360 degree
06
40
50
04
06
40
50
04
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Inference
From the above table shows that 50% of the respondents prefer annual appraisal, 40% of t
respondents prefer half yearly appraisal, 6% of the respondents prefer monthly appraisal and 4% of threspondents prefer 360 degree appraisal.
Figure 3
Q.4.Appraiser appraised performance based on
Table 4
Table showing performance appraisal
Source: Primary data
Inference
From the above table shows that 80% of the respondents prefer personality traits, behaviour an
results, 10% of the respondents prefer results alone, 6% of the respondents prefer behaviour, 4% of threspondents prefer personality trait
Figure 4
Q.5.Analysis of performance appraisal preferred
Table 5
Performance
appraisal
based on
No of
respondents
Simple
percentage
Personality
traits
Behaviour
Results
All the above
04
06
10
80
04
06
10
80
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Table showing types of appraisal
Source: Primary data
Inference
The above table shows that 76% of the respondents prefer both subjective and objective factors, 12
of the respondents prefer subjective alone and 12% of the respondents prefer objective alone.
Figure 5
Q.6.During appraisal, the appraiser had daily contacted with
Table 6
Table showing daily contact at the time of appraisal
Daily
contact at
the time of
appraisal
No of
respondents
Simple
percentage
SA
A
NC
D
SD
06
48
20
22
4
06
48
20
22
4
Source: Primary data
Types of
appraisal
No of
respondents
Simple
percentage
Subjective
Objective
Both
12
12
76
12
12
76
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Inference
The above table that 48% of the respondents agree that they are having daily contact, 22% of th
respondents are disagree , 20% of the respondents having no comment with the daily contact, 6% of th
respondents are strongly agree with the daily contact and 4% of the respondents are strongly disagree with thdaily contact.
Figure 6
Q.7.During appraisal process, feedback allowed to give
Table 7
Table showing feedback given at the time of appraisal
Feedback
given at thetime of
appraisal
No of
respondents
Simple
percentage
SA
A
NC
D
SD
14
56
20
08
02
14
56
20
08
02Source: Primary data
Inference
The above table shows that 56% of the respondents are agree with the feedback given at the time
appraisal, 20% of the respondents given no comment, 8% of the respondents are disagree with the feedbac
14% of the respondents are strongly agree with the feedback and 2% of the respondents are strongly disagre
with the feedback given at the time of appraisal.
Figure 7
Q.8. Performance appraisal evaluates strengths and weaknesses
Table 8
Table showing appraisal evaluates strength and weaknesses
Appraisal
evaluates
strength and
No of
respondents
Simple
percentage
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weaknesses
SA
A
NC
D
SD
24
42
24
06
04
24
42
24
06
04
Source: Primary data
Inference
The above table shows that 42% of the respondents agree with evaluating their strength and weaknesse
24% of the respondents are strongly agree with their evaluation, 24% of the respondents given no comme
based on their evaluation, 6% of the respondents are disagree with the evaluation and 4% of the responden
are strongly disagree with the evaluation of strength and weaknesses.
Figure 8
Q.9.The appraiser exactly evaluated the skill gaps within you.
Table 9
Table showing exactly evaluates the skill gaps
Exactly evaluates the
skill gaps
No of
respondents
Simple
percentage
SA
A
NC
D
SD
10
56
26
08
00
10
56
26
08
00Source: Primary data
Inference
The above table shows that 56% of the respondents are agree with evaluation of skill gaps, 26% of t
respondents given no comment, 10% of the respondents are strongly agree with evaluation of skill gaps a
8% of the respondents are disagree with the evaluation of the skill gaps.
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Figure 9
Q.10.Training program provided for effective skill enhancement after appraisal periodTable 10
Table showing is the organization providing effective training
Source: Primary data
Inference
The above table shows that 36% of the respondents given no comment regarding effective training, 32%
the respondents are agree with the effective training, 24% of the respondents are strongly agree with t
effective training, 6% of the respondents are disagree with the effective training and 2% of the responden
are strongly disagree with the effective training.
Figure 10
Q.11. Performance appraisal helps in personal growth
Table 11
Table shows is the appraisal helps in personal growth
Organization
providing
effective
training
No of
respondents
Simple
percentage
SAA
NC
D
SD
2432
36
06
02
2432
36
06
02
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Source: Primary data
Inference
The table shows that 46% of the respondents are agree with their personal growth, 26% of th
respondents given no comment, 24% of the respondents are strongly agree with their personal growth and 4
of the respondents are disagree with their personal growth.
Figure 11
Q.12.The appraisal system helps in future promotion prospects.
Table 12
Table shows appraisal helps in promotion aspects
Source: Primary data
Appraisalhelps inpersonalgrowth
No ofrespondents
Simplepercentage
SA 24 24A 46 46
NC 26 26
D 4 4
SD 0 0
Appraisal helps in
promotion aspects
No of
respondents
Simple
percentage
SA
A
NC
D
SD
30
54
10
06
00
30
54
10
06
00
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Inference
The table shows that 54% of the respondents are agree with the promotion aspects, 30% of th
respondents are strongly agree, 10% of the respondents given no comment and 6% of the respondents adisagree with the promotion aspects.
Figure 12
Q.13. Recommend job rotation for development
Table 13
Table shows recommendation for job rotation
Source: Primary data
Inference
The above table shows that 80% of the respondents recommended for their job rotation and 20% of th
respondents are not recommended the job rotation for their development.
Chart 13
Q.14. Recommend job enlargement for development
Table 14
Table shows recommendation for job enlargement
Recommendation
for job rotation
No of
respondents
Simple
percentage
Yes
No
80
20
80
20
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Source: Primary data
Inference
The above table shows that 90% of the respondents recommended for their job enlargement and 10%
the respondents are not recommended the job enlargement for their development.
Figure 14
Q.15.Ideas to recommend for development
Table 15
Table shows ideas to recommend for their development
Source: Primary data
Inference
Recommendation
For job
enlargement
No of
respondents
Simple
percentage
Yes
No
90
10
90
10
Ideas to recommend for
their development
No of
respondents
Simple
percentageYes
No
20
80
20
80
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The above table shows that 20% of the respondents recommended their ideas for their developme
and 80% of the respondents are not recommended their ideas for their development.
Figure 15
Q.16. At the time of appraisal documentation review, face to face interaction with appraiser
Table 16
Table shows face to face interaction with the supervisor
Face to faceinteraction No of Simple
with supervisorrespondents
percentage
Yes 70 70
No 30 30
Source: Primary data
Inference
The above table shows that 70% of the respondents are agree with face to face interaction with th
supervisor and 30% of the respondents are not agree with the face to face interaction with the supervisors.
Figure 16
Q.17.Were opportunities given to improve performance
Table 17
Table shows opportunities to improve performance
Opportunities to
improve
No of
respondents
Simple
percentage
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performance
Yes
No
86
14
86
14
Source: Primary data
Inference
The above table shows that 86% of the respondents are agree with their opportunities given by th
organization and 14% of the respondents are not agree with the opportunities given by the organization.
Figure 17
Opportunities to improve performance
Q.18. Does the performance appraisal review actually change attitude / behaviour
Table 18
Table shows appraisal changes your attitude/behaviour
Source: Primary data
Inference
The above table shows that 70% of the respondents are agree with the changes in attitude an
behaviour ant the remaining 30% of the respondents are disagree with the changes in attitude/behavio
during appraisal period.
Appraisal changes your
Attitude /Behaviour
No of
respondents
Simple
percentage
Yes
No
70
30
70
30
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Figure 18
Q.19. Based on the performance ratings, is there any increase in the salary
Table 19
Table shows increase of salary by performance ratings
Source: Primary data
Inference
The above table shows that 78% of the respondents are satisfied with the increase of salary throu
performance ratings and the remaining 22% of the respondents are dissatisfied.
Performance ratings increase
your salary
No of
respondents
Simple
percentage
Yes
No
78
22
78
22
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Figure 19
Q.20. Satisfied with the present appraisal system
Table 20
Table shows happy with present appraisal system
Source: Primary data
Inference
The above table shows that 76% of the respondents are happy with the present appraisal system and 24
of the respondents are unhappy with the present appraisal system.
Figure 20
CHAPTER 5
5.1 FINDINGS OF THE STUDY
1) 76% of the respondents prefer supervisors for their appraisal and the low level 10% prefer peers f
their appraisal.
Happy with present
appraisal
No of
respondents
Simple
percentage
Yes
No
76
24
76
24
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2) 80% of the respondents prefer both the quality and target for their basis of performance appraisal a
low level 8% prefer target for their basis of performance appraisal.
3) 50% of the respondents prefer the frequency of appraisal as annual and the low level 4% prefer 3
degree.4) 80% of the respondents prefer that performance appraisal should be based on all (personality trai
behaviour and results) and the low level 4% prefer personality traits.
5) 76% of the respondents prefer both (subjective and objective) the appraisal and the low level 12
prefer subjective and objective appraisal.
6) 48% of the respondents are agree with daily contact at the time of appraisal and the low level 4
were strongly disagree.
7) 56% of the respondents are agree with feedback given at the time of appraisal and the low level 2
were strongly disagree.
8) 42% of the respondents are agree with evaluation of the strength and weaknesses at the time
appraisal and the low level 4% were strongly disagree.
9) 56% of the respondents are agree with evaluation of skill gaps and the low level 8% were disagr
with this.
10) 36% of the respondents having no comment based on effective training after appraisal review and t
low level 2% were strongly disagree.
11) 46% of the respondents are agree with the personal growth of the individuals and the low level 4
were disagree.
12) 54% of the respondents are agree with the promotional aspects through appraisal and the low level 6
were disagree.
13) 80% of the respondents are recommended for job rotation.
14) 90% of the respondents are recommended for job enlargement.
15) Only 20% of the respondents recommended some ideas for their development.
16) 70% of the respondents are agreeing with the face to face interaction with the supervisor.
17) 86% of the respondents are agreeing with opportunities to improve their performance after appraisal18) 70% of the respondents are agreeing with the changes in attitude/behaviour after appraisal.
19) 78% of the respondents are agreeing with increase in their salary through appraisal.
20) 76% of the respondents are happy with the present appraisal system.
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5.2 SUGGESTIONS
5.2.1 SUGGESTIONS BY THE EMPLOYEES
The organization should conduct the following programmes for their development which are
Effective training module.
With in training using the local language and using more graphical interface.
Recommendation for practical training.
Seminars/Trainings in some of the functional areas like:
Technical aspects
Business overview
Latest technology
5.2.2 SUGGESTIONS BY THE RESEARCHER
The company should conduct effective training after the performance appraisal for themployees to improve their performance and it should be discussed with the employees at th
time of performance appraisal review.
The company should give combination of both (subjective and objective) appraisal and it shou
be of half yearly.
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The appraiser should keep on contact with the employees and motivate them for their grow
and also to achieve the organizational goals.
When an employee is newly joined in an organisation, he/she should be given propinformation about performance appraisal system and its impact towards his/her job.
Once an employee is evaluated, he/she has to be informed about their strength and weaknesse
An employee should aware of the above, he/she will improve their strengths and weakness
and also it helps to increase the productivity of the organisation.
5.3 CONCLUSION
In this study, Performance Appraisal System followed at Godawri Power and Ispat Ltd. was evaluat
and found to be good. This project work also reveals the gaps in the existing system. By providing suitabtraining and development programmes, the concern organisation can improve the existing performan
appraisal system.
Overall, this project work helps researcher to understand every aspects of performance apprais
system at GODAWARI POWER AND ISPAT LTD.
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BIBLIOGRAPHY
Books:
VSP Rao Human Resource Management, Anurag Jain for excel books, 2005 nint
edition.
Debra L. Nelson and Thomson, Organization Behaviour,
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C. R. Kothari - Research Methodology Methods and Techniques, New age internation
publishing, 2004 second edition.
Web Reference:
www.hiragroupindia.com
www.gpilindia.com
www.google.com
APPENDIX
IMPACT OF PERFORMANCE APPRAISAL SYSTEM ON GPIL
Name of Employee : ___________________
Sex : a) Male b) Female
Your age group?
a) 19 - 23 b) 24 - 28 c) 29 - 33 d) 34 38 e) above 38
Designation : ___________________
Department : ___________________
Date of joining : ___________________
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Questions:
1. Whose appraisal do you prefer?
a) Peers
b) Subordinatesc) Superiors
2. Performance appraisal should be based on your
a) Quality
b) Target
c) Both
3. The frequency of appraisal should be
a) Monthly
b) Half yearly
c) Annual
d) 360 degree
4. Appraiser appraised your performance based on
a) Personality traits
b) Behavior
c) Results
d) All the above
5. Which type of performance appraisal do you prefer?
a) Subjective performance appraisalb) Objective performance appraisal
c) Combination of both
The following questions are graded on a 5 point scale:
1 Strongly agree
2 Agree
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3 No comment
4 Disagree
5 Strongly disagree
1 2 3 4 56. During appraisal, the appraiser had daily contact with you.
7. During appraisal process, you are allowed to give feedback.
8. Do you think the performance appraisal evaluates your strengths
and weaknesses?
9. The appraiser exactly evaluated the skill gaps within you.
10. The organization is providing effective training program for skill
enhancement after your appraisal period.
11. Performance appraisal helps in your personal growth.
12. The appraisal system helps in your future promotion prospects.
The following questions are graded on Y/N scale:
13. Do you recommend job rotation for your development? Yes/No
14. Do you recommend job enlargement for your development? Yes/No
15. Do you have any ideas to recommend for your development? Yes/No
If yes, Please specify___________________________.
16. At the time of appraisal documentation review, did you have face to Yes/No
face interaction with your appraiser?
17. Were opportunities given to you to improve your performance? Yes/No
18. Does the performance appraisal review actually change your Yes/No
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attitude / behaviour?
19. Based on the performance ratings, is there any increase in the salary? Yes/No
20. Are you happy with the present appraisal system? Yes/No
Do you have any comments or suggestions, please specify
.
Signature of Employee
Date:Comments of Immediate Superior:
Signature
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