Performance Appraisal With Reference To Ucl
Performance Appraisal With Reference To Ucl
Performance Appraisal With Reference To Ucl
4 Objectives 21-22
8 Limitations 46-47
9 Conclusion 48-49
10 Bibliography 50-51
Annexure
11 52-54
Questionnaire
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CHAPTER-I
INTRODUCTION OF PROJECT
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INTRODUCTION:
PERFORMANCE APPRAISAL
It is a powerful tool to calibrate, refine and reward the performance of the employee. It
helps to analyze his achievements and evaluate his contribution towards the achievements of the
overall organizational goals. By focusing the attention on performance, performance appraisal
goes to the heart of personnel management and reflects the management's interest in the progress
of the employees.
People differ in their abilities and their aptitudes. There is always some difference
between the quality and quantity of the same work on the same job being done by two different
people. Therefore, performance management and performance appraisal is necessary to
understand each employee's abilities, competencies and relative merit and worth for the
organization.
Each employee should receive a thoughtful and accurate appraisal. The success of the process
depends on the supervisor's willingness to complete a constructive and objective appraisal and on
the employee's willingness to respond to constructive suggestions and to work with the
supervisor to reach future goals.
Periodic reviews help supervisors gain a better understanding of each employee's abilities. The
goal of the review process is to recognize achievement, to evaluate job progress, and then to
design training for the further development of skills and strengths. A careful review will
stimulate employee’s interest and improve job performance. The review provides the employee,
the supervisor, the Vice President, and Human Resources a critical, formal feedback mechanism
on an annual basis, however these discussions should not be restricted solely to a formal annual
review.
It is said that performance appraisal is an investment for the company which can be justified by
following advantages:
1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion
programmes for efficient employees. In this regards, inefficient workers can be dismissed
or demoted in case.
2. Compensation: Performance Appraisal helps in chalking out compensation packages for
employees. Merit rating is possible through performance appraisal. Performance
Appraisal tries to give worth to a performance. Compensation packages which include
bonus, high salary rates, extra benefits, allowances and pre-requisites are dependent on
performance appraisal. The criteria should be merit rather than seniority.
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3. Employees Development: The systematic procedure of performance appraisal helps the
supervisors to frame training policies and programmes. It helps to analyze strengths and
weaknesses of employees so that new jobs can be designed for efficient employees. It
also helps in framing future development programmes.
Selection Validation: Performance Appraisal helps the supervisors to understand the validity and
importance of the selection procedure. The supervisors come to know the validity and thereby
the strengths and weaknesses of selection procedure. Future changes in selection methods can be
made.
Numerous methods have been devised to measure the quantity and quality of performance
appraisals. Each of the methods is effective for some purposes for some organizations only. None
should be dismissed or accepted as appropriate except as they relate to the particular needs of the
organization or an employee.
Broadly all methods of appraisals can be divided into two different categories.
1. Rating Scale: Rating scales consists of several numerical scales representing job related
performance criterions such as dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total numerical scores are computed and
final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every
type of job can be evaluated, large number of employees covered, no formal training
required. Disadvantages – Rater’s biases.
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2. Checklist: Under this method, checklist of statements of traits of employee in the form of
Yes or No based questions is prepared. Here the rater only does the reporting or checking
and HR department does the actual evaluation. Advantages – economy, ease of
administration, limited training required, standardization. Disadvantages – Raters biases,
use of improper weighs by HR, does not allow rater to give relative ratings.
3. Forced Choice Method: The series of statements arranged in the blocks of two or more
are given and the rater indicates which statement is true or false. The rater is forced to
make a choice. HR department does actual assessment. Advantages – Absence of
personal biases because of forced choice. Disadvantages – Statements may be wrongly
framed.
4. Forced Distribution Method: Here employees are clustered around a high point on a
rating scale. Rater is compelled to distribute the employees on all points on the scale. It is
assumed that the performance is conformed to normal distribution. Advantages –
Eliminates Disadvantages – Assumption of normal distribution, unrealistic, errors of
central tendency.
8. Performance Tests & Observations: This is based on the test of knowledge or skills.
The tests may be written or an actual presentation of skills. Tests must be reliable and
validated to be useful. Advantage – Tests may be apt to measure potential more than
actual performance. Disadvantages – Tests may suffer if costs of test development or
administration are high.
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10. Cost Accounting Method: Here performance is evaluated from the monetary returns
yields to his or her organization. Cost to keep employee, and benefit the organization
derives is ascertained. Hence it is more dependent upon cost and benefit analysis.
11. Comparative Evaluation Method (Ranking & Paired Comparisons): These are
collection of different methods that compare performance with that of other co-workers.
The usual techniques used may be ranking methods and paired comparison method.
12. Ranking Methods: Superior ranks his worker based on merit, from best to worst.
However how best and why best are not elaborated in this method. It is easy to administer
and explanation.
13. Paired Comparison Methods: In this method each employee is rated with another
employee in the form of pairs. The number of comparisons may be calculated with the
help of a formula as under.
N x (N-1) / 2
Disadvantages – Not applicable to all jobs, allocation of merit pay may result in setting
short-term goals rather than important and long-term goals etc.
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2. Psychological Appraisals: These appraisals are more directed to assess employee’s
potential for future performance rather than the past one. It is done in the form of in-
depth interviews, psychological tests, and discussion with supervisors and review of other
evaluations. It is more focused on employees emotional, intellectual, and motivational
and other personal characteristics affecting his performance. This approach is slow and
costly and may be useful for bright young members who may have considerable
potential. However quality of these appraisals largely depends upon the skills of
psychologists who perform the evaluation.
3. Assessment Centers: This technique was first developed in USA and UK in 1943. An
assessment center is a central location where managers may come together to have their
participation in job related exercises evaluated by trained observers. It is more focused on
observation of behaviors across a series of select exercises or work samples. Assesses are
requested to participate in in-basket exercises, work groups, computer simulations, role
playing and other similar activities which require same attributes for successful
performance in actual job. The characteristics assessed in assessment center can be
assertiveness, persuasive ability, communicating ability, planning and organizational
ability, self confidence, resistance to stress, energy level, decision making, sensitivity to
feelings, administrative ability, creativity and mental alertness etc. Disadvantages – Costs
of employees traveling and lodging, psychologists, ratings strongly influenced by
assessee’s inter-personal skills. Solid performers may feel suffocated in simulated
situations. Those who are not selected for this also may get affected.
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CHAPTER-II
COMPANY PROFILE
COMPANY PROFILE:
Universal Cables Limited (UCL) is one of the most reputed player in Power Cable segment and
among the largest cable manufacturing companies in India.
Universal Cables Limited (UCL) was established in 1962 by late Shri M.P. Birla, the then
Chairman, with modern plant for manufacture of Paper Insulated Cables. Since then, the
Company has made rapid progress achieving a world class reputation.
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In the year 1977, collaborating with M/s. Asea Kabels AB, Sweden (now called ABB
Cables), UCL brought XLPE technology to India. The Company’s other collaborations are
with internationally acclaimed leaders in their respective fields.
UCL is a leader in the Indian Cable Industry with the widest product range. The cable
division has a very wide range of product. It includes Low Voltage, Medium Voltage and
Extra High Voltage XLPE Power Cables upto 500 KV grade, PVC and Rubber Insulated
Power Cables upto 11 KV grade, Control and Instrumentation Cables upto 1.1 KV for any
number of Cores/Pairs and speciality Rubber Cables for Trailing/Flexible standards to suit to
customer requirements. Its Cables and Capacitors are known by the Brand Name
“UNISTAR”.
To meet the growing demand of Extra High Voltage Cables (220 kV and above), UCL has
already ventured into this market segment. For this UCL has adopted VCV process at its
Satna Plant in technical collaboration with the World Leader in Cable technology, Furukawa
Electric Co. Ltd., Japan. The technical collaboration covers Cable designing, Manufacturing,
Laying, Jointing, Testing and Installation.
UCL has also tied-up with Viscas Corporation, Japan (Power Cable Alliance of Furukawa &
Fujikura) for sourcing new generation cable jointing accessories for 220 KV and above.
Apart from manufacturing Electrical Cables for multifarious applications, UCL is having full
fledged EPC Division to execute Turnkey Contracts for various Utilities/Projects.
With this, UCL has now positioned itself as a complete solution provider for EHV
Underground Power Cables Transmission System upto 500 KV, involving designing,
manufacturing, laying, jointing and installation.
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The 220 KV Cables prototype sample manufactured by UCL has been successfully Type
Tested as a complete cable system at CPRI, Bangalore creating a land mark in itself as this is
the first successful 220 KV cables system Type Test in India. UCL has successfully executed
orders for 220 KV Cables.
The Capacitor Division of the Company, which commenced operation in the year 1967,
manufactures world class All Poly Propylene (APP) Capacitors for AC applications. This
Division was set up in collaboration with Toshiba, Japan for manufacture of Paper and Power
Capacitors. In 1977, this Division entered into another technical collaboration with General
Electric Company of USA for manufacture of Mixed Dielectric Capacitors and in 1985 for
manufacture of all PP Dielectric Capacitors.
The product range includes Low & High Voltage Capacitors (415 VAC to 220 KVAC), APFC
Panels, Medium Frequency Water Cooled Capacitors for Induction Furnace Application,
Surge Protective Capacitors, Tuned and Detuned Filter Capacitors, DC Capacitors. This
Division also provides services like Automatic PF Correction Systems, Harmonic Analysis
and PF Studies.
Today, The Capacitor Division is rated to be the foremost manufacturer of All PP Power
Capacitors in LT & HT Range in the country.
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CHAPTER-III
REVIEW OF LITERATURE
Review of Literature:
Performance appraisal is one of the most important requirements for all successful
business and human resource policy (Kressler, 2003). Rewarding and promoting effective
performance in organization, as well as identifying ineffective performers for resource
management (Pulakos, 2003). The ability to conduct performance appraisal relies on the ability
to assess an employee's performance in a fair and accurate manner. Evaluating employee
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performance is a difficult task. Once the supervisor understands the nature of the job and the
source of information, the information needs to be collected in a systematic way, provided as
feedback, and integrated into the organization's performance management processor use in
making compensation, job placement and training decisions and assignment
(London, 2003).
Performance evaluations have been conducted since the times of Aristotle (Landy,
Zedeck, Cleveland, 1983). The earliest formal employee performance evaluation program is
thought to have originated in the United States military establishment shortly after the birth of
the republic (Lopez,1968). The measurement of an employee's performance allows for rational
administrative decisions at the individual employee level. It also provides for the raw data for the
evaluation of the effectiveness of such personnel-system components and processes as recruiting
policies, training programs, selection rules, promotional strategies, and reward allocations
(Landy, Zedeck, Cleveland, 1983).In addition, it provides the foundation for behaviorally based
employee counseling. In the counseling setting, performance information provides the vehicle
for increasing satisfaction, commitment, and motivation of the employee. Performance
measurement allows the organization to tell the employee something about their rates of growth,
their competencies, and their potentials. There is little disagreement that if well done,
performance measurements and feedback can play a valuable role in effecting the organization
(Landy, Zedeck, Cleveland, 1983).
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Performance appraisals should focus on three objectives: performance, not
personalities; valid, concrete, relevant issues, rather that subjective emotions and feelings;
reaching agreement on what the employee is going to improve in his performance and what
you are going to do (MeKirehy,1998). Both the supervisor and employee should recognize
that a strong relationship exists between training and performance evaluation (Barr, 1993).
Each employee should be allowed to participate in periodic sessions to review performance
and clarify expectations. Both the supervisor and the employee should recognize these
sessions as constructive occasions for two-way should include opportunities for self-
assessment as well as supervisor feedback.
The supervisor should keep in contact with the employee to assure the training
experiences are producing desired impact (Barr, 1993). A portion of the process should be
devoted to an examination of potential opportunities to pursue advancement of acceptance of
more complex responsibilities. The employee development goals should be recognized as
legitimate, and plans should be made to reach the goals through developmental experiences
or education (Barr, 1993). Encouraging development is not only a supervisor's professional
responsibility, but it also motivates an employee to pursue additional commitments. In
addition, the pursuit of these objectives will also improve the prospect that current employees
will be qualified as candidates when positions become available. This approach not only
motivates current performance but also assists the recruitment of current employees as
qualified candidates for future positions (Barr, 1993).
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CHAPTER-IV
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OBJECTIVES
This research is based on the study of performance appraisal with reference to Universal
Cables Limited, Satna. The objectives of my study are as follows:
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CHAPTER-V
RESEARCH METHODOLOGY
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Research Methodology:
This project is prepared with the help of theoretical knowledge as well as practical
knowledge & a crumb of advises & suggestions from the concerned professors. As far as
practical is concerned, all the information about the companies information available on
internet. The theoretical pert taken from the various books & magazines available on this
subject. And other recent happing in marketing is taken from magazines & news paper.
Overall this mission has been completed with the combination of all those things & it had
been with the best of my facts & information.
Research methodology refers to search for knowledge. Redman and Mory define research as
a “Systematized effort to gain new knowledge. Research is an academic activity and such the
term should be used in technical sense. According to Clifford Woody, Research comprises
defining and redefining problem, formulating hypothesis or suggested solutions; collecting,
organizing and evaluating data; making deductions and research conclusions; and at last
carefully testing the conclusions to determine whether they fit the formulating hypothesis.
Research is thus an original contribution to the existing stock of knowledge making for its
advertisement. It is pursuit of truth with the help of study, observation, comparison and
experiment. In short the search for knowledge through objective and systematic method of
finding solution to problem is research.
RESEARCH DESIGN
A Research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the Research purpose with economy in procedure.
In fact the Research design is the conceptual structure within which Research is conducted: it
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constitutes the blueprint for the collection measurement and analysis of data.
It must be able to define clearly what they want to measure and must find adequate methods
for measuring it along with a clear cut definition of population wants to study. Since the aim
is to obtain complete and accurate information in these studies, the procedure to be used must
be carefully planned. The research design must make enough provision for protection against
bias and must maximize reliability with due concern for the economical completion of the
search study.
Descriptive research is adopted for this study. It includes surveys and fact finding
enquires of different kinds. The major purpose of descriptive research is description of the
state affairs as it exists at present. The main characteristic of this method is that the researcher
has no control over the variables. He can only report what has happened or what is happened.
SAMPLING DESIGN
A sample design is a definite plan for obtaining a sample from the sampling frame, it refers to
the technique or procedure the researcher would adopt in selecting some sampling units from
which interferences about the population is drawn. Sampling type used is Simple Random
sampling technique.
A decision has to be taken concerning sampling unit before selecting sample. The population
for this study includes the employees from Birla Corporation Limited, Satna. 100 employees
were undertaken for the study.
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DATA COLLECTION
For achieving the specific objectives of this study, data were gathered from both primary and
secondary sources.
Primary Sources:
Secondary Sources:
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CHAPTER-VI
DATA ANALYSIS & INTERPRETATION
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DATA ANALYSIS AND INTERPRETATION
Male 89 89
Female 11 11
INTERPRETATION:
From the above table, it can be inferred that 89% of the respondents are male and 11% of the
respondents are female.
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6.2 AGE WISE CLASSIFICATION OF RESPONDENTS
INTERPRETATION:
From the above table, it can be inferred that 33% of the respondents are in the age of
30-35, 30% of the respondents are in the age of 40-45, 25% of the respondents are in the age
of 20-25 and 12% of the respondents are in the age above 45.
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6.3 EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS
INTERPRETATION:
From the above table, it can be inferred that 54% of the respondents are having 5-10years
experience persons, 28% of the respondents have below 5Years of experience persons, 18%
of the respondents are having 10-15years of experience and no respondents have experience
more than 15years.
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6.4 EDUCATIONAL QUALIFICATIONS OF RESPONDENTS
INTERPRETATION:
From the above table, it can be inferred that 49% of the respondents are UG degree holders,
28% of the respondents are some others (ITI), 19% of respondents are PG degree holders and
4% of the respondents are engineering graduates.
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6.5 FREQUENCY OF PERFORMANCE APPRAISAL
INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents agree that performance
appraisal is conducting once a year.
INTERPRETATION:
From the above table, it can be inferred that 100% of the respondent's agree that the reason
for conducting performance appraisal includes all the factors such as to identity motivating
methods, to decide monetary benefits and identity barriers for performance.
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6.7 DURATION OF PERFORMANCE APPRAISAL CONDUCTED
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6.8 WHO CONDUCT PERFORMANCE APPRAISAL
Always 20 20
Sometimes 77 77
Never 03 03
Total 100 100
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FIGURE 6.9 REASONS FOR PERFORMANCE APPRAISAL DISCUSSED
Nil - -
Twice - -
Thrice - -
INTERPRETATION:
From the above table, it can be inferred that for 100% of the respondents meeting on
performance is conducting once a year.
6.11 PERFORMANCE APPRAISAL PROGRAMS RELATED WITH
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ORGANIZATIONAL GOALS
INTERPRETATION:
From the above table, it can be inferred that 69% of the respondents feel the performance
appraisal relates to some extent to organization goals, 19% feel to a low extent and12% feel
to a high extent it relates.
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6.12 1NVOLVEMENT IN DESIGNING APPRAISAL SYSTEM
Always - -
Sometimes - -
Never 100 100
Total 100 100
INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents say they are never
involved in designing the appraisal system.
1 Highly relevant 87 87
2 Relevant 13 13
3 No idea - -
4 Irrelevant - -
5 Highly irrelevant - -
INTERPRETATION:
From the above table, it can be inferred that 87% of the respondents feel
that performance appraisal is highly relevant to employee job and 13% feel it is relevant.
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FIGURE 6.13 PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE
JOB
INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents mostly share their
opinion and suggestions to their managers.
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6.15 TRAINING OF FILL UP PERFORMANCE APPRAISAL FORM
INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents are given training to
fill the appraisal form.
Completely Aware - -
Aware to an extent - -
Not Aware 100 100
Total 100 100%
INTERPRETATION:
From the above table, it can be inferred that 100% of the respondents feel that the appraiser
is not aware of their job responsibilities and duties.
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6.17 FEEDBACKS PROVIDED FOR PERFORMANCE IMPROVEMENT
Frequently 89 89
Occasionally 11 11
Never - -
Total 100 100%
INTERPRETATION:
From the above table, it can be inferred that 89% of the respondents feel that feedback is
provided occasionally whereas 11% feel that feedback is provided frequently.
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CHAPTER-VII
FINDINGS & SUGGESTIONS
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FINDINGS
5. All of the respondents have under gone performance appraisal program once in a
year.
6. 100% of the employees interpret the reason for conducting performance appraisal
includes all the factors such as to identify motivating methods, to decide monetary
benefits and identify barriers for performance.
7. For 87% of the respondents performance appraisal was conducted during working
hours.
9. Most (77%) of the respondents feel that the reason for performance appraisal is
discussed sometimes.
10. Once in a year the meeting IS scheduled for all employees to discuss their
performance.
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SUGGESTIONS
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CHAPTER-VIII
LIMITATIONS
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LIMITATIONS:
Due to nature of work and nature of organization, employees are very busy in
their work so they don’t give proper time to filling up questionnaire.
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CHAPTER-IX
CONCLUSION
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Conclusion:
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CHAPTER-X
BIBLIOGRAPHY
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BIBLIOGRAPHY
BOOKS
WEBSITE
www.citehr.com
www.performanceappraisal.com
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CHAPTER-XI
ANNEXURE
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Questionnaire
RESEARCH SURVEY QUESTIONNAIRE ON PERFORMANCE APPRAISAL
Name :
Gender : () Male Female ()
Age group : () 20-30
() 31-40
() 41-50
() 51-60
Experience : () Less than 3years
() 4-8Years
() 9-15Years
() More than15Years
Qualification :
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3. When is the performance appraisal conducted?
5. Are you informed the reason for conducting performance appraisal programs?
8. Are you involved along with the manager in designing the appraisal system at the
organization?
10. Do you share your opinion and suggestions freely to the managers during the
appraisal program?
a) Yes b) No
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12. Is the appraiser aware of your job responsibilities and duties?
13.0ther than performance appraisal does your superior provide you within formal
feedbacks for performance improvement?
a) Yes b) No
18. Is the performance appraisal reviewed and updated now and then?
20. State your satisfaction through the performance appraisal program at the
organization?
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21. Do you feel that performance appraisal encourages you to put in more effort in reaching
your goals?
23. Are both five & negative points discussed to the employees?
a) Yes b) No
26. Do you feel comfortable in discussing your problems with your superior?
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