ABSTRACT

The research purpose is to determine the study of the performance appraisal of employees.
Performance appraisal refers to the regular review of an employee’s job performance and overall
contribution to a company. The objective is to know the effect of performance appraisal on
employee motivation. The reveals that performance appraisal leads to improved employees’
performance. Which results from increased productivity in the organization. The research design
used is descriptive in nature. The data collection instrument is primary data that is collected
through questionnaires. In the research of 100 respondents were taken. Employees are satisfied
with the current performance appraisal of the company. The majority of the employees are
motivated of the organization through feedback and increased productivity. Furthermore, the
general environment of the organization is very friendly, and as a result, the corporation has not
imposed any specific measure to address employee performance assessment issues.

A performance appraisal is known by other terms like employee appraisal, performance review.
It is a method by which the job performance of an employee is measured in terms of quality,
quantity, cost, behavior and time. It is conducted by self, peers, seniors and junior. But generally
in formal method it is conducted by the immediate manager or supervisor under whom the
person is directly working.
 TABLE OF CONTENTS
CHAPTER CONTENT PAGE NO

INTRODUCTION

INDUSTRY PROFILE

COMPANY PROFILE

I HISTORY OF COMPANY

PRODUCT PROFILE

COMPANY MILESTONE

ORGANISATIONAL STRUCTURE

II FUNCTIONAS OF INDIVIDUAL DEPARTMENTS

III SWOT ANALYSIS

IV CONCLUSION

BIBLIOGRAPHY
 INTRODUCTION

Performance Appraisal
DEFINITION
Accounting to Yodex “Performance appraisal refers to all format procedures used in
working organization to evaluate personalities and contributions and potential of group
members”

IMPORTACE OF PERFORMANCE APPRAISAL

The following are the importance of performance appraisal;

 To provide systematic judgments to back up salary increases, transfers, demotions or

terminations.
 They are mean of telling subordinate how he is doing and suggesting needed changes in
this behavior attitudes, skill or job knowledge. They let him know "Where he stands”
with the boss.
 The superior uses them as a base for coaching and counseling the individual.

METHODS OF PERFORMANCE APPRAISAL

The following are the methods performance appraisal system there are :

1. Ranking method
2. Rating scale method
3. Check-list method
4. Field review
5. Critical incident technique
6. Confidential report
7. Essay a praxis
8. Assessment center

The various kinds of performance appraisal methods that have been used at some of them are;

Ranking method:
The oldest and simplex method of performance appraisal is to compare one man with all other
men and place him in a simple rank order. This way ordering is done from best to worst of all
individuals comprising the group. The method is both simple and natural.
Rating-Scale Method:
As the very name implies these methods provide some kind of a scale. For measuring absolute
differences between individuals. The scales used as generally of two types.

I. Discrete
II. Continuous

Where the number of persons to be appraised is large and whet-e it is desired to gain information
about the size of absolute differences between the rated individuals.

Check-List Methods :
Sometimes the method used for performance appraisals is a list consisting of' a number of
statements about the worker and his behavior. Each statement on this list is assigned a value
depending upon importance.

ADVANTAGES OF PERFORMANCE APPRAISAL

The following are the advantages of the performance appraisal there are :

1. It can serve as a basis for job change or promotion.

a. Strength and weakness of an employee for formulating suitable training and development
programmed to improve his/her quality of performance in his present work.
2. It serves as a feed back to the employee. The appraisal thus facilitates self-development.
3. The existence of a regular appraisal system tends to make the supervisors and executive
more observant.
4. Performance appraisal often provides the rational function for the payn7ent of piece work
wages, bones. etc.,
5. Performance appraisal serves as means for evaluating the effectiveness of devices used
for the selection and classification of workers.

DISADVANTAGES OF PERFORAIANCE APPRAISAL

The following are the disadvantage of performance appraisal

Halo Effect
It is the tendency of the superior to allow his good impressions of one or two important
work characteristics of an individual to carry over the total evaluation.
Hyper Critical or Horns Effect
1. The Superior is a perfectionist. Because his expectation level is very high, he is n7ore
often disappointed and rates his people lower than he should.
2. The non-conformist gets a low rating simply because he is different.
3. The iT1an who has recently failed may wipe out the effect of years of good work on
his appraisal and be rated low on his recent behavior.

Central tendency and leniency

The superior is frequently guilty of awarding average or more than ratings to all his workers. He
may award ‘average' on the ground that it will not injure the rate.

Similarly Error
This type of error occurs when they evaluate other people in the same way he perceives
himself.

ESSENTIALS OF GOOD APPRAISAL SYSTEM

The following are the essentials of good appraisal system there are ;

1. It must be easily understandable. If the system is too complex or too time consuming it
will not be successful.
2. It must have the support of all line people who administer it.
3. The system should fit the organization operation and structure.
4. The system should be both valid and reliable.
5. The system should have built incentive that is a reward should follow satisfactory
performance.
6. The system should be periodically. Evaluated to be sure that it's continuing to meet its
goal.
COMPONENTS OF APPRAISAL EVALUATION
As we have seen performance evolutions can be made a verity of reasons counseling, promotion,
research, salary, administration or a combinations of these therefore it is necessary to begin by
stating very clearly the objectives of the evolution program. Having done this, the personal
evolution system should address the questions, who, what, when, where, how? Of performance
appraisal

“WHO”
The appraisal can be accomplished by one or more individuals involving a combination of the
immediate supervisor, a higher level manager, a personal manager, the assesses peers, the
assesses himself and the subordinates. Usually the immediate supervisor must be interested with
the task of rating the assesses because he his most familiar with his work, and because he is also
responsible for recommending or approving personal action based on the performance appraisal.
The staff specialists, i.e. the personal officer also do appraisal.

“WHAT”
The “what” of the performance appraisal consists in appraising non supervisory
employees for their current performance and managers for potential? It also
includes evaluation of human trades.

“WHY”
The “why” of an appraisal is concerned with –

a) Creating and maintaining a satisfactory level of performance of employees in

there present jobs.
b) Highlighting employee needs and opportunities for personal growth and
development.
c) Promoting understanding between the supervisor and his subordinates.
d) Providing a useful criterion for determining the validity of selection and
training methods and techniques and forming concrete measures for
attracting individual of higher caliber to the enterprise.

“WHEN”
The ‘when’ answers the query about the frequency of appraisal? It has been
suggested in formal counseling should occur continuously. The manager should
discuss an employee’s work as soon as possible after he has judged it.

“WHERE”
The where indicates the location where an employee may be evaluated. It is
usually done at the place of work or office of the supervisor.
OBJECTIVES OF STUDY
 To understand the relation between actual and standard performance.
 To improve the productivity of the workers and the organization.
 To reduce the number of accidents by providing safety training to the workers.
 To examine whether the performance appraisal method is effective.

SCOPE OF THE STUDY :

Provide information about the performance ranks basing on which decision regarding salary
fixation, confirmation, promotion. Transfer and demotion are taken. Provide feedback
information about the level of achievement and behavior of subordinate. This information helps
to review the performance of the subordinate, rectifying performance deficiencies and to set new
standards of work. If necessary.

Provide information which helps to counsel the subordinate. Provide information to

diagnose deficiency in employee regarding skill. Knowledge, determine training and
development needs and to prescribe the means for employee growth provides information for
correcting placement. To prevent grievances and in disciplinary activities.

LIMITATIONS OF THE STUDY

 There were a few difficulties encountered at the time of data collection by the researcher
 The time factors were the major constraints because of which the research could not
collect more data in shorted period.
 Employee response may differ from one another,
 There is a chance of personal prejudice.
 INDUSTRY PROFILE

GENERAL INTRODUCTION:

Tapco Pneumatic is an ISO 9001:2008 certified company, established in the year 2003. We are
professionally managed organization with the high quality of pneumatic products manufacturing
and assembly. We are specialized in executions of engineering piping projects on a turnkey
basis. We have well equipped in-house design and engineering team to handle in time customer
commitment. We maintain a large warehouse to cater customer demand and ensure quick
delivery. At Tapco we take R&D as a vital and most important component of business strategy.
Our R&D, located at Chennai is fully equipped to synthesise new products to meet our
customer’s special needs.Tapco has well established marketing network in INDIA with
residential engineers and branch office in major cities.

Founded in 2003 we are one of the recognized representatives & stock is of Industrial
engineering products manufactured from various countries, and professionally managed
organization with the high quality of pneumatic products assembly and airline projects. We are
specialized in executions of engineering piping projects on a turnkey basis. We have well
equipped in-house design and engineering team to handle in time customer commitment. We
maintain a large warehouse to cater customer demand and ensure quick delivery.
VISION
supplies and bus door automations in India.

To be recognized by our customers as the one source that can and will meet their requirements
without exceptions or excuses.

In every way possible, we will strive to be unquestioned leader in pneumatics industry.

To be a 100cr company in 2020 and one of the top 5 companies in India in the field of
pneumatics and bus door automations.
MISSION
We are confident to achieve our vision by,

To provide an opportunity for all employees to grow and prosper as team members, as well as
individuals Developing team work, optimizing all internal processes by eliminating waste and
inefficiency.

To earn the respect and confidence of our customers by providing them with continually
improving quality, service and value in all aspects of our business.

To promote the products of our suppliers in a manner consistent with their quality and the
amount of cooperation and trust extended to us as their distributor.

We aim to attract and retain qualified people by offering to continuously develop their
capabilities and knowledge.

To provide and opportunity for all employees to grow and prosper as team members, as well as
individuals.
 COMPANY PROFILE

Tapco Pneumatics was found in the year of 2007. Manufacture of fabricated structural products
of iron or steel: bridges and bridge parts, towers, masts, columns, girders, trusses, arches, sluice
gates, piers and jetties. Erection of the structures from self-manufactured parts is included, It
Comes Under Division Manufacture Of Fabricated Metal Products, Except Machinery And
Equipments And This Come Under Section Manufacturing. At Tapco We Take R&D As A Vital
And Most Important Component Of Business Strategy. Our R&D, located at Chennai is fully
equipped to synthesize new products to meet our customer’s special needs. Tapco has well
established marketing network in INDIA with residential engineers and branch office in major
cities. When you need a product you want the best. At the best possible price. And of course you
want to be supported by the best service. That’s where TAPCO will help. We can help you find
the solution you need, source it quickly and cost-effectively.
 HISTORY OF COMPANY
TAPCO PNEUMATICS PRIVATE LIMITED

 Tapco Pneumatics Private Limited is a Non-govt company, incorporated on 31 May,

2007. It's a private unlisted company and is classified as company limited by shares'.

 Company's authorized capital stands at Rs 150.0 lakhs and has 100.0% paid-up capital
which is Rs 150.0 lakhs. Tapco Pneumatics Private Limited last annual general meet
(AGM) happened on 30 Sep, 2017. The company last updated its financials on 31 Mar,
2017 as per Ministry of Corporate Affairs (MCA).

 Tapco Pneumatics Private Limited is majorly in Manufacturing (Metals & Chemicals,

and products thereof) business from last 16 years and currently, company operations are
active. Current board members & directors are VONKAILU SUDHAKAR and
RAJASHEKAR SOLOMON .

 Company is registered in Chennai (Tamil Nadu) Registrar Office. Tapco Pneumatics

Private Limited registered address is NO.61, KANNIAMMAN KOIL STREET,
KATCHANAKUPPAM, AMBATTUR CHENNAI Chennai TN 600098 IN.
PRODUCT PROFILE:

Oil Injected air compressors

Complete range of oil-lubricated rotary screw compressors provides for steady, energy-efficient
and smart AIR solution

Automan oil-lubricated Piston compressor

Capacity FAD l/s : 1.7 l/s-12.9 l/s

Installed motor power : 1.5 kW - 8.1 kW
LE/LT oil -Lubricated aluminum piston compressor

Capacity FAD l/s : 3.1 l/s-37.2 l/s

Working pressure : 10 bar (e) - 30 bar (e)
Installed motor power : 1.5 kW - 15 kW

Oil free air compressors

Oil-free air compressors specifically developed for your applications where air quality is
essential for your end-product and production processes

SF and SF+ oil-free scroll compressors

Capacity FAD l/s : 1.9 l/s - 40.8 l/s

Working pressure : 8 bar (e) - 10 bar (e)
Installed motor power : 1.5 kW - 22 kW
Blowers
Comprehensive range of 100% oil-free air blowers for pressures between 0 and 1.5 bar(e)/ 25
psig. Whatever your low pressure compressed air needs, our energy consultants can always
recommend you the right solution.

ZS (VSD+) oil-free rotary screw blowers

Capacity FAD l/s : 3.1 l/s-37.2 l/s

Working pressure : 10 bar (e) - 30 bar (e)
Installed motor power : 1.5 kW - 15 kW

Air Dryers
Our range of air dryers protect your systems and processes in a reliable, energy-efficient and
cost-effective way.
Air Filters
A wide selection of filtration solutions for compressed air with different filter types and grades.
Supported by our expert application knowledge.

SFA Silicone-free filters

Our SFA filters provide exceptional air purity for applications where silicone-free air is required,
such as painting and automotive. Protect your end-products.
OSC oil-water separator

The OSC can separate all kinds of condensate from all compressed air set-ups technologies,
giving unparalleled performance and reliability for minimal maintenance.

Nitrogen Gas Generators

Our wide range of reliable, high purity, on-site gas generators for all your nitrogen needs.

NGM/NGM+ membrane nitrogen generator

Our nitrogen generators with membrane technology.

Simple and compact on site nitrogen production.
Purities: 95 – 99.5% Flows: 6 – 250 Nm³/h
NGP PSA nitrogen generator

Our industrial nitrogen generator with PSA technology. Reliable and cost efficient on-site
nitrogen production. Purities: 95 – 99.999% Flows: 2 – 2650 Nm³/h

NGP+ PSA nitrogen generator

Our premium nitrogen generator with PSA technology. Fully automated on-site nitrogen
production at the lowest total cost, due to a supreme energy efficiency. Purities: 95 – 99.999%
Flows: 2 – 2870 Nm³/h
Quality Assurance
MAKE OF MATERIAL
Adherence to procuring material as per the approved make list ensures quality and as the tics as
desired by the client and architects which we don’t compromise.

EXPERIENCED STAFF
Vast experienced staff onboard this project shall ensure materials received are as per standards
and required quality. Project managers ensure the installation is appropriate.

CENTRALQUALITY AUDITS
An experienced team of audit committee visits site occasionally to overlook and point out any
quality issues at site. The findings are recorded and reported to the senior management.

CROSS CHECK
General managers heading various projects are scheduled to visit projects handled by other
general managers and provide feedback to the project manager for betterment if required.

METHOD STATEMENTS
Method statements are submitted at the start of project and is vetted by the architect and pmc.
This is strictly followed at site. Pmc will now be able to check the installation methods.
Quality Assurance
MATERIAL APPROVAL
Prior to procurement of materials, samples of the materials would be submitted and get it
selected by Architects and then produce the bigger samples of selected materials at site for
Client’s approval.

MOCK UP APPROVAL
Prior to commencing the works at site, mock ups for selective types of works would be made at
site and get it approved by Architects & Clients.

SHOP DRAWING AND TECHNICAL SUBMITTAL

Shop drawings are made based on the site conditions and measurements and prior approval is got
along with technical specification for each of the submitted items.

INSPECTION OF MATERIALS
All the materials delivered at site will be inspected by Site Engineer and then get it sign off by
PMC / Architects in MIR report prior to consumption of materials at site and records of same
will be filed at site. Factory inspection for materials such as granite & furniture by PMC.

METHOD STATEMENT
Method statements outlining construction methods for the required special works will be
submitted to PMC and get it approved prior to carrying out these works at site. These will be
checked and work will be monitored against these method statements.

INSPECTION OF WORKS
All the works carried out at site will be inspected and records of all inspections will be filed at
site. No work will be covered up until clearance on services signed off by PMC/ Client. An
external audit will be done by external agency for quality assurance.

SITE INSTRUCTION
Site instructions issued by PMC / Architects will be followed to control quality of work. Any
variations in increase in Tender BOQ Qty or addition of NT items produced in the site
instructions will be carried out only upon the written cost approval of the same from PMC /
Architects.
TRANSMITTAL FORM
All the documents, drawings, CD’s which are received / issued would be documented in
Transmittal form.

HAND OVER
Post completion of all the interior related works at each area on floor wise would be handed over
to PMC /Architects and get it signed off on completion of works for all the respective areas
separately.

CHECK LISTS
Prior to start up and during execution and at the completion stage, checking will be done as per
the check lists from respective works whether the works are carried out as per the spec and
approved methodology.
Safety Plan
 Competent EOHS Team
 Vendor Prequalification on Safety
 Job Specific Trainings
 Joint Safety Inspections and Audits
 Management Review on EOHS
 Inspections
 Daily checks
 Adhered to PPE compliance
 Adhered proper Material management
 Awareness Programs
 Periodic Health Checkups
 Promotional Activities
PROJECT SAFETY MANAGEMENT SYSTEM
 Security Check

 Screening System

 EHS Orientation

 Tool Box meeting

 Safety Committee/ Responsibilities

 Safety Inspection

 Equipment Fitness Certificate

 Supervision/PPE's

 Accident / Incident Reporting

Procedure

 Accident / Incident Investigation Procedure

 Accident Causation Models

 EHS Promotions, Reorganization& Penalties

 Safety Trainings

 Hazard Warning / Hazard

 Identification

 HIRA procedure and Guidelines

 Planning for Hazard identification

  Risk Assessment & Control Methodology

COMPANY MILESTONE

We have a 360◦ Vibrant Process for representation on site towards Time

delivery as follows:
 Project stores shall ensure Right Product; Right Quantity with Right specification is
received.
 Safety officer ensures safety requirements are strictly followed.
 Any variations from the GFC drawings are figured out and informed to PMC without any
delay.
 Any additional works are carried out with prior approval as per the process laid down by
Client / Architect.
 Regular quality checks are carried out by our Managing Directors. Any issues related to
the same are immediately addressed.
 Project documentation is assisted from office in compliance to the requirements of
Handing over documents.
 All the communications are handled by separated resources, who shall sending
communication on behalf of PM as per the protocol.
 Project Engineers are deployed at site until final completion of snags and handover.
 Quantity surveyor shall complete all the physical measurements and final bills raised for
payment process.
 Project shall be reviewed on weekly basis with Project Manager and all necessary
escalations are made for any delays.
Procurement Plan
Sample Approval
GFC Drawing from
Architect / PMC

Sample will be displayed

If not approved, made the change

Obtain the approval for the same

Ensure the Qty at site and Raise the PO

Follow-up the material delivery

Delivery of material, Quality and quantity check at site

FUNCTIONAS OF PERFORMANCE APPRAISAL:
PERFORMANCE APPRAISAL PROCESS

Performance appraisal is the process of identifying unambiguous performance goals. Appraisal

system possibly cannot successfully serve every anticipated purpose , so management should
select the definite objectives it believes to be most important and pragmatically possible. Besides
many assessment systems fall short because management expects to large extent from one
progression and does not settle on particularly what it wants the organization to get done the
goals.

The continuing cycle endures with launching performance criterion (standards) communicating
these performance opportunities to those concerned. Then the work is performed and the
superintendent appraises the performance. By closing stages of appraisal period, assessor and
worker collectively evaluate work performance and estimate and align with established
performance standards. This assessment helps to settle on how well employees have met these
principles, determine reasons for deficiencies, and along with develops plan to resolve problems.
In the end, goals are set for next evaluation period, and cycle repeats.

Make developmental plans

Monitor goal progress

Undertake development
development

Administration decisions

Process of Performance Appraisal

Performance appraisal practices show that organisations undertake performance appraisal to meet
certain objectives which are in the form of salary increase, promotion, identifying training and
development needs, providing feedback to employees and putting pressure on employees for better
performance.

1. Salary Increase: Performance appraisal plays a role in making decision about salary increase.
Normally salary increase of an employee depends on how he is performing his job. There is continuous
evaluation of his performance either formally or informally. In a small organisation, since there is a
direct contact between the employee and the one who makes decisions about salary increase,
performance appraisal can be an informal process. However, in a large organisation where such contact.
hardly exists, formal performance appraisal has to be undertaken. This may disclose how well an
employee is performing and how much he should be compensated by way of salary increase.

2. Promotion: Performance appraisal plays a significant role where promotion is based on merit. Most
of the organisations often use a combination of merit and seniority for promotion. Performance
appraisal discloses how an employee is working in his present job and what are his strong and weak
points. In the light of these, it can be decided whether he can be promoted to the next higher position
and what additional training will be necessary for him. Similary, performance appraisal can be used for
transfer, demotion and discharge of an employee.

3. Training and Development: Performance appraisal tries to identify the strengths and weaknesses of
an employee on his present job. This information can be used for devising training and development
programmes appropriate for overcoming weaknesses of the employees. In fact, many organisations use
performance appraisal as means for identifying training needs of employees.

4. Feedback: Performance appraisal provides feedback to employees about their performance. It tells
them where they stand. A person works better when he knows how he is working; how his efforts are
contributing to the achievement of organisational objectives. This works in two ways. First, the person
gets feedback, about his performance and he may try to overcome his deficiencies which will lead to
better performance.

5. Pressure on Employees. Performance appraisal puts a sort of pressure on employees for better
performance. If the employees are conscious that they are being appraised in respect of certain factors
and their future largely depends on such appraisal, they tend to have positive and acceptable behavior
in this respect. Thus, appraisal can wok automatically as control device.
ROLE OF APPRAISAL IN PERFORMANCE MANAGEMENT

• Supervisor
- Usually do the actual appraising

- Must know how to conduct the Appraisal fairly

- Must be familiar with basic appraisal formatting

• HR Department
- Serves a policy making and Advisory role

- Prepare forms and procedures And insist that all Department use them

- Appraisal based on their skills

PROCESS OF PERFORMANCE MANAGEMENT

3. Setting Performance Standards

Every role in a company has a certain performance standard that comes along with it, and a failure to
accomplish performance standards can mean the following for your business:

•Setting even more unrealistic standards for the job that is failing to reach its existing standards.

•Not having enough resources to complete the new demands.

•A failure of cooperation or collaboration from the team and manager.

•A lack of effort on the employees’ part.

Employee engagement refers to the level of commitment workers make to their employer, seen
in their willingness to stay at the firm and to go beyond the call of duty.1 Firms want employees
that are highly motivated and feel they have a real stake in the company’s success. Such
employees are willing to finish tasks in their own time and see a strong link between the firm’s
success and their own career prospects. In short, motivated, empowered employees work hand in
hand with employers in an atmosphere of mutual trust.
 Responsibility for Appraisal
Often the human resource department is responsible for coordinating the design and
implementation of performance appraisal programs. However, it is essential that line managers
play a key role from beginning to end. These individuals usually conduct the appraisals, and they
must directly participate in the program if it is to succeed. Several possibilities exist with regard
to the person who will actually rate the employee.

Immediate Supervisor
An employee’s immediate supervisor has traditionally been the most logical choice for
evaluating performance and this continues to be the case. The supervisor is usually in an
excellent position to observe the employee’s job performance and the supervisor has the
responsibility for managing a particular unit. When someone else has the task of evaluating
subordinates, the supervisor’s authority may be undermined. Also, subordinate training and
development is an important element in every manager’s job and, as previously mentioned,
appraisal programs and employee development are usually closely related.

On the negative side, the immediate supervisor may emphasize certain aspects of
employee performance and neglect others. Also, managers have been known to manipulate
evaluations to justify pay increases and promotions and vice versa.

When geography separates subordinates from their supervisors, evaluation becomes increasingly
difficult. In other cases, the appraised employee may be more technically knowledgeable than
the boss, and this presents another potential problem. One suggestion for overcoming these
disadvantages is to bring subordinates into the process more closely. Have them suggest ways to
fairly evaluate their performance and then use their suggestions as part of the appraisal criteria.

In most instances, the immediate supervisor will probably continue to be involved in evaluating
performance. Organizations will seek alternatives, however, because of technological advances
and a desire to broaden the perspective of the appraisal.
Subordinates
Historically, our culture has viewed evaluation by subordinates negatively. However, this
thinking has changed somewhat. Some firms conclude that evaluation of managers by
subordinates is both feasible and needed. They reason that subordinates are in an excellent
position to view their superiors’ managerial effectiveness. Advocates believe that this approach
leads supervisors to become especially conscious of the work group’s needs and to do a better
job of managing. In the higher education environment, it is a common practice for instructors to
be evaluated by students. Critics are concerned that the manager (and instructors) will be caught
up in a popularity contest or that employees will be fearful of reprisal. If this approach has a
chance for success, one thing is clear: the evaluators must be guaranteed anonymity. Ensuring
this might be particularly difficult in a small department and especially if demographic data on
the appraisal form could identify raters.

Peers and Team Members

A major strength of using peers to appraise performance is that they work closely with the
evaluated employee and probably have an undistorted perspective on typical performance,
especially in team assignments. Organizations are increasingly using teams, including those that
are self-directed. The rationale for evaluations conducted by team members includes the
following:

 Team members know each others’ performance better than anyone and can, therefore,
evaluate performance more accurately.
 Peer pressure is a powerful motivator for team members.
 Members who recognize that peers within the team will be evaluating their work show
increased commitment and productivity.
 Peer review involves numerous opinions and is not dependent on one individual.

Problems with peer evaluations include the reluctance of some people who work closely
together, especially on teams, to criticize each other. On the other hand, if an employee has been
at odds with another worker he or she might really “unload on the enemy,” resulting in an unfair
evaluation. Another problem concerns peers who interact infrequently and lack the information
needed to make an accurate assessment.
Self-Appraisal

If employees understand their objectives and the criteria used for evaluation, they are in a good
position to appraise their own performance. Many people know what they do well on the job and
what they need to improve. If they have the opportunity, they will criticize their own
performance objectively and take action to improve it. Paul Falconer, vice-president of HR at
Nickelodeon, said, “The fascinating thing is that employees are usually tougher on themselves
than you will ever be.”

As a complement to other approaches, self-appraisal has great appeal to managers who are
primarily concerned with employee participation and development. For compensation purposes,
however, its value is considerably less. Some individuals are masters at attributing good
performance to their own efforts and poor performance to someone else’s.

Customer Appraisal
Customer behavior determines a firm’s degree of success. Therefore, some organizations believe
it is important to obtain performance input from this critical source. Organizations use this
approach because it demonstrates a commitment to the customer, holds employees accountable,
and fosters change. Customer-related goals for executives generally are of a broad, strategic
nature, whereas targets for lower-level employees tend to be more specific. For example, an
objective might be to improve the rating for accurate delivery or reduce the number of
dissatisfied customers by half. It is important to have employees participate in setting their goals
and to include only factors that are within the employees’ control.
Appraisal Period
Formal performance evaluations are usually prepared at specific intervals. Although there is
nothing magical about the period for formal appraisal reviews, in most organizations they occur
either annually or semiannually. Even more significant, however, is the continuous interaction
(primarily informal), including coaching and other developmental activities, that continues
throughout the appraisal period. Managers should be conditioned to understand that managing
performance is a continuous process that is built into their job every day.

In the current business climate, it may be well for all firms to consider monitoring performance
more often. Southwest Airlines has asked its managers to have monthly check-ins with staff rather
than semi-annual ones. One study found that 65 percent of high-growth companies review
performance more than once a year; in comparison, just 26 percent of low-growth companies
review performance more than once a year. Changes occur so fast that employees need to look at
objectives and their own roles throughout the year to see whether changes are in order. In high-
tech organizations, the speed of change mandates that a performance period be shorter, perhaps
every three or four months.

Some organizations use the employee’s date of hire to determine the rating period. At times a
subordinate’s first appraisal may occur at the end of a probationary period, anywhere from
30 to 90 days after his or her start date. However, in the interest of consistency, it may be advisable
to perform evaluations on a calendar basis rather than on anniversaries. If firms do not conduct all
appraisals at the same time, it may be impossible to make needed comparisons between employees.
SWOT ANALYSIS :
SWOT analysis is a framework for identifying and analyzing an organization's strengths,
weaknesses, opportunities and threats. These words make up the SWOT acronym. The primary
goal of SWOT analysis is to increase awareness of the factors that go into making a business
decision or establishing a business strategy.

WHY DO A SWOT ANALYSIS:

A SWOT analysis helps you assess internal factors that might affect your business (strengths and
weaknesses) and external factors (opportunities and threats). You will need to review and act on
the results from the SWOT analysis

STRENGTHS
Safer environment

Hands –on Employee

Low- cost duplicate environments.

WEAKNESSES
Employees must expert using technology

Software difficult to use

Addiction

OPPORTUNITIES
Flexibility module

Fulfill construction players needs.

THREATS
Ethical challenges and lack of regulation
CONCLUSION
This study was a learning experience for me and I came to know the Performance and
development programs in In the last but not the least I conclude that all the development
programs of company are highly effective & beneficial to the Performance in giving their best
contribution to their personal growth & development as well to meet the organizational
objective.

Most of the respondents rated as good and excellent towards the overall quality and effectiveness
of the training and development programs and satisfied with the present training methods.

The company also has to concentrate on small percentage of respondents who are not satisfied
with training programs and whom it has not helped to overcome from their short comings or
work related problems.
 BIBLIOGRAPHY

BOOKS

1. Guptha C.B, “Human Resource Management”, Sultan Chand & Sons, New Delhi, 2005

2. Aquinas P.C, “Human Resource Management: Principles and Practice”, Vikas

Publishing House India PVT.LTD, New Delhi, 2013

3. Kothari C.R, “Research Methodology: Methods and Techniques”, New Age International
Publications (P) Ltd., New Delhi,2014

4.Richard I. Henderson: Performance Appraisal, Prentice Hall, New Jersey, 1984.

5.Robert Tannenbaum: Leadership and Organisation: A Behavioural Science Approach,

McGraw-Hill NewYork, 1961.