RANJITH KUMAR PERFORMANCE MAIN.docx

Introduction:
Performance management is sometimes mistaken for human resources and personnel
system, but it is very different when it comes to execution. Performance management comprises
of the methodologies, processes, software tools, and systems that manage the performance of an
organization, whereas Human Resource Planning only takes care of individual employee’s
work responsibilities and work delivery.
The benefits of performance management extend to enhancing broad cross-functional
involvement in decision-making, and calculated risk-taking by providing greater visibility with
accurate and relevant information, to execute an organization’s strategy. Performance
management includes activities to ensure that goals are consistently being met in an effective and
efficient manner. Performance management can focus on performance of the organization, a
department, processes to build a product or service, employees, etc. Performance management
can be defined as the development of individuals with competence and commitment, working
towards the achievement of shared meaningful objectives within an organization which supports
and encourages their achievement. Michael Armstrong have defined performance management is
a strategic and integrated approach to delivering sustained success to organizations by improving
the performance of the people who work in them and by developing the capabilities of teams and
individual contributors.
When it comes to one of the most expensive resources companies invest in, namely
people, the job appraising performance against result is often carried out with the same
objectivity. Performance appraisal has increasingly become part of more strategic approach for
integrating HR activities and business policies and may now be seen as a generic term covering a
variety of activities through which organizations seek to assess employees and develop their
competence, enhance performance and distribute reward. Appraisal is a continuous process and
done normally as a formal exercise before the completion of the financial year. Appraisal has
tremendous motivational impact on people through meaningful feedback and is powerful tool for
recognition. This project tends to explain performance appraisal system and tries to find out how
efficiently performance appraisal is conducted. And if performance appraisal doesn’t meet its
objective then what are the factors causing failure. A performance management system tracks the
performance of employees in a manner that is consistent and measurable. The system relies on a
combination of technologies and methodologies to ensure people across the organization are
aligned with – and contributing to – the strategic objectives of the business.
The system is collaborative, with managers and employees working together to set
expectations, identify employee goals, define performance measurement, share employee
performance reviews and appraisals, and provide feedback. When properly defined and
consistently applied, a performance management system increases overall workforce
productivity. Employees are more invested in their work and turnover is minimized while
revenue per employee is maximized. A performance management system tracks the performance
of employees in a manner that is consistent and measurable.

Businesses have been managing the performance of individuals for centuries. But one of the first
formalized models was introduced during the First and Second World Wars when the military
needed to understand the strengths and capabilities of each member to inform battle strategies.
By mid-century, performance appraisals were being used by businesses to grade the
performance of individual workers and to assign rewards.
In the 1960s, the focus began to shift to employee development, where discussions were held
between an employee and their manager to review performance and – where warranted – to
institute teaching and training to help the employee improve and/or advance in their career.
In the intervening years, some aspects of traditional performance management software have
evolved due to better technology, such as cloud computing, improvements in user interfaces, and
artificial intelligence (AI) and machine learning. However, most systems continue to emphasize
employee evaluation and reward on a quarterly or annual basis.

COMPANY PROFILE:
INDUSTRY PROFILE:
NEED OF THE STUDY:
SCOPE OF THE STUDY:
The scope of performance management is almost as broad as its root, human resource
management. A performance management system has to conform to the overall organizational
structure. It should not be viewed in isolation, but rather as underlying the entire organization.
This ensures the fundamental aim of performance management systems, to ensure good work
from every department in the organization.
The scope of a performance management system encompasses everything people do at
work – from the vision and goals of the organization to the employees, their personal interest, the
tasks assigned to them, how they are executed as against the set standard, the employer's intent,
interests, and the company’s goals.
This covers such a broad framework that, to understand it effectively, we must look at it as two
halves of a whole
OBJECTIVES OF THE STUDY:
1. To emphasise on career planning and future growth opportunities for employees;
2. It is ensure to raise the efficiency and productivity of employees;
3. To encourage belongingness, team spirit and devotions among employees with the job;

Literature Review:
David Moy, (2003) Performance management system sets expectations for employee
performance and motivates employees to work hard. It involves identifying strengths and
weaknesses of employees in their performance as it sets work standards, measure actual
performance and gives feedback to employee regarding performance.
A. Rea, David M. Rea, (2002) Managing performance is different from performance
management. It can ultimately enable services users to initiate and direct some of the
improvements they want to see and to take part in the processes of change Carol.
Arie Halachmi, (2005) Performance management involves the use of both quantitative and
qualitative techniques and paying due attention to the human (behavioral) side of the enterprise.
Marten Schläfke, Riccardo Silvi, Klaus Möller, (2012) These requirements challenge
performance management to effectively support the decision making process. Business analytics
is an emerging field that can potentially extend the domain of performance management to
provide an improved understanding of business dynamics and lead to a better decision making.
A. de Waal, (2003) Behavioral factors play in the successful implementation and use of
performance management systems that are based on critical success factors, key performance
indicators and the balanced scorecard André.
Elaine D Pulakos Performance Management: A Roadmap for Developing Implementing
and Evaluating Performance Management Systems 2020: Human Resource (HR)
professionals with useful guidelines for developing and implementing effective performance
management systems. The essence of book is targeted to achieve optimum organizational goals
by unbiased assessment of employees. The author comprehensively elaborated different sources
through which information of employees evaluation can be obtained. It includes managers, peers,
direct reports or customers and this type of rating is often called as 360-degree feedback and the
crux ingredient intricate in this process is unbiased feedback which needs careful rectification,
management and control of feedback, whose inculpation in performance management system is a
dominant feature.
Simme Douwe P. Flapper, Leonard Fortuin, Paul P.M. Stoop Towards consistent
performance management systems 2018 : Performance indicators (PIs) and performance
measurement are popular topics in management literature nowadays. However, hardly ever is
attention paid to the consequences of the relationships that often exist between the different PIs
for designing effective, consistent performance management systems for organizations as a
whole. Presents a concrete method for constructing a consistent set of PIs forming the basis of a
consistent performance management system, where explicit attention is paid to the relations
between PIs.
Jane Broadbent , Richard Laughlin Performance management systems: A conceptual
model 2019 This paper builds on the view that too much attention in the management, management
control and management accounting literatures has been given to ex post performance measurement as

distinct from ex ante performance management. The paper develops a conceptual model of Performance
Management Systems (PMS) building on the work and insights of primarily.
Aylin Ates, Paola Cocca, Umit Bitici, Impact of visual performance management systems
on the performance management 2015: The purpose of this paper was to explore how visual
strategy and performance management techniques impact performance measurement and
management practices of organisations. A novel visual performance management approach is
developed and implemented in qualitative case studies with seven manufacturing SMEs across
Europe. The implementation cases demonstrate that visual management systems serve to
support ongoing strategy development and implementation, facilitate performance measurement
and review, enable people engagement, improve internal and external communication, enhance
collaboration and integration, support the development of a continuous improvement culture and
foster innovation.
Ed Gerrish The Impact of Performance Management on Performance in Public
Organizations: A Meta-Analysis 2015: Performance-based management is pervasive in public
organizations; countless governments have implemented performance management systems with
the hope that they will improve organizational effectiveness. However, there has been little
comprehensive review of their impact. This article conducts a meta-analysis on the impact of
performance management on performance in public organizations. It contributes to the current
literature in three ways. First, it examines the effect of the “average” performance management
system. Second, it examines the influence of management.
Michail Kagioglou Rachel Cooper Ghassan Aouad Performance management in
construction: a conceptual framework 2019: This paper presents a review of the literature on
performance management and measurement in various industries with the aim of transferring
best practice into construction. A framework is presented which ensures that effective strategies
are deployed to form the performance management system that construction organizations can
adopt. The performance measurement process (conceptual) framework (PMPF) adopts the
balanced scorecard (BSC) with the addition of a number of elements and perspectives.
André A. de Waal, Behavioral factors important for the successful implementation and use
of performance management systems 2022 : This paper examines the role behavioral factors
play in the successful implementation and use of performance management systems that are
based on critical success factors, key performance indicators and the balanced scorecard. Case
study research was performed which identified 18 individual behavioral factors to be important.
The research also showed that the use stage in a systems implementation project has to be
performed well in order to assure a regularly used performance management system.
Lockett (1992), performance management : aims at developing individuals with the required
commitment and competence for working towards the shared meaningful objectives within an
organizational framework. Performance management frameworks are designed with the
objective of improving both individual and organizational performance by identifying
performance requirements, providing regular feedback and assisting the employees in their
career development. Performance management aims at building a high performance culture for
both the individuals and the teams so that they jointly take the responsibility of improving the

business processes on a continuous basis and at the same time raise the competence bar by
upgrading their own skills within a leadership framework.
Angelita Become& David Insler, (2011), organization that get most impacted by the
performance management are those that use it as a tool to differentiate performance, create a
foundation for coaching and drive business result. To improve its performance process, an
organization must analyse not only the design of its program; but also the key drives of a
successful system. Leadership champion, and differentiated individual outcomes driver by
calibration and business critical goal alignment, all of which support performance conversations
for effective coaching.
Armstrong & Baron, (1998), Performance management is the strategic & integrated approach
to delivering sustained success to organizations by improving the performance of the people who
work in them and by developing the capability of the teams and individual contributors. These
findings also support the view of Akata (2003) who considers performance management as a
systematic and holistic process of work planning, monitoring and measurements aimed at
continuously improving the teams and individual employee’s contribution to achievement of
organizational goals.
Idemobi & Onyeizugbe, (1998), performance management is a comprehensive approach to
planning and sustaining improvement in the performance of employees to meet the standards.
The absence of a performance management system will contribute a high rate of business failure
in the company. Study by DDI, (1997), Performance management practices the most recent
performance management study. It proves that successful organizations realize that performance
management is a critical business tool in translating strategy into result. The CEOs in a majority
of the 88 organizations surveyed say, their performance management system drives key factors
associated with both business and cultural strategies
Watkins, (2007), buts it, most public sector business organization like those in Delta state of
Nigeria have not given adequate attention to performance management review as a tool for
improving performance, even when recent studies suggest that performance reviews benefit
organizational performance in both private and public sectors. Performance management has
been described as a systematic approach to the management of people. Using performance goal
measurement, feedback and recognition is a means of motivating employees to realize their
maximum potential..
Mary Lee Rhodes, Lucia Biondi, Ricardo Gomes Current state of public sector
performance management in seven selected countries 2018: He paper finds that the Bouckaert
and Halligan framework for analyzing public sector performance management is useful, albeit
with some modifications. Specifically, it finds that administrative culture is a key factor
influencing the speed of reform and that the attitude of elites (politicians and civil servants, in
most cases) is also a vital piece of the puzzle that was not included in Bouckaert and Halligan,
but did appear in the earlier framework of Pollitt and Bouckaert. It also finds evidence that

economic and political crises occurring together accelerate the introduction of integrated
performance management systems, but that trust in government does not appear to be a
significant factor.
RESEARCH METHODOLOGY

DATA ANALYSIS
Table 1, Gender Wise Distribution of Respondents
Sr. No. Gender No. of respondents Percentage
1 Male 156.6 78.3%
2 Female 43.4 21.7%
Total 200 100%

Figure 1, Gender Wise Distribution of Respondents
Interpretation:
From tha above table it is inferred that 21.7% female respondents and 78.3% male respondents.
Table 2.2 table showing age of the respondets
Sr. No. Age Group No. of respondents Percentage
1 25 - 35 years 73.4 36.7%
2 36 - 45 years 60 30.0%
3 Above 46 66.6 33.3%
Total 200 100%
Interpretation :
From the above table it is inferred that 36.7% of the respondent 25-35 years old, 33.3% of the
respondets above 46 year, 30% of the respondent 36-45 years old.
Male, 94, 78%
Female, 26, 22%
Male Female

Figure 2, Age wise distribution of respondents (years)
Table 3, Work experience of the respondents
Sr. No. Work Experience No. of respondents Percentage
1 2 to 4 years 28 23.3%
2 5 to 7 years 12 10.0%
3 more than 7 years 80 66.7%
Total 120 100%
25 - 35 years,
36 - 45 years, 60
Above 46, 66

Figure 3, Work experience of the respondents
In the above able it is indicated that, the majority of respondents that is 66.7% have more than seven
years of working experience. 23.3% have two years to 4 years work experience and only 10.0%
respondents have five years to 7 years work experience and 0% have less than 1 years.
Table 4, Respondents’ work group (Categories)
Sr. No. Work Group No. of respondents Percentage
1 Engineering 69 57.5%
2 Clerical / managerial 32 26.7%
3 Blue Collar / Technical 8 6.7%
4 Others 11 9.2%
Total 120 100%
Less than 1 year
0%
2 to 4 years
23%
5 to 7 years
10%
more than 7 years
67%
Sales

Figure 4, Respondents’ work group (Categories)
The primary data collected from the employees who are working in the different works segment. The
about table indicates the percentage of selected respondents from these work segments or departments.
According to the primary data 57.5% respondents belong to the engineering works. 26.7% and 6.7%
respondents are belonging to clinical or managerial works and blue collar or technical job respectively.
9.2% respondents are belonging to the others category of jobs such as store keeping, supervising etc.
Part B) Nature of Performance Management System
With a view to understand the nature of performance management system implemented in the selected
organisation, some questions have been included in the questionnaire of the employees. In the
following tables the researcher has emulated the primary information collected in this regard.
The following table shows the various techniques adopted in the selected organisation for the purpose
of performance management.
Table 5, Techniques of performance management adopted in the selected organizations
Sr. No. Techniques No. of respondents Percentage
1 Observation 20 16.6%
2 Assessment and development centre 8 6%
3 Self-appraisal 112 93%
Total 120 100%
57.5
26.7
6.7 9.2
0
10
20
30
40
50
60
70
80
90
100
Engineering Clerical / managerial Blue Collar / Technical Others

Figure 5, Techniques of performance management adopted in the selected organizations
This is a multiple answer question. As per the collected primary data, 16.6% respondents have stated
that observation technique has been implemented for the performance management. 6.7% respondents
stated that, assessment and development centre is functioning in the organisation for the purpose of
performance management; 93.3% respondents have stated that the techniques of self-appraisal have
been adopted in their organisation and stop it shows that in most of the departments of selected
organisations, self-appraisal technique is followed and is an integral part of the performance
management system.
There are several elements in the performance management system. The following table indicates the
multiple responses of the respondents in the context of the elements of performance management
system adopted in their organisation.
Table 6, Elements of Performance Management System
Sr. No. Elements No. of respondents Percentage
1 Training and development 120 100.0%
2 Promotion 68 56.7%
In the context of the elements, hundred percent respondents have stated that, training and development
is a major element of performance measurement system, and 56.6% have stated that promotion is also
a main element in the performance management of their organisation.
Observation
16.6
Assessment and
development centre
6%
Self appraisal
93%
Sales

It is interesting to know the reasons for implementing a system. This can highlight the perceptions of
the employees regarding performance management system implemented in the organisation. The
following table indicates the various perceptions of respondents about the performance management
Table 7, Reasons for implementing performance management system in the organization
Sr. No. Reasons No. of respondents Percentage
1 Assessment for achievement 79 65.8%
2 identification of training and development needs 119 99.2%
3 Facilitates promotion, transfers and termination
decisions
102 85.0%
4 To clarify an employee's job requirement 60 50.0%
Figure 6, Reasons for implementing performance management system in the organization
There are multiple responses to the question in this regard to 65.8% respondents have stated that,
assessment of the achievement in the work by the employees is the main reason; identification of
training and development needs is the main reason for implementing performance management system.
Stated by 99.1% respondents. According to the 85% respondents, performance management system
facilitates promotions and offers, and termination decision. In the opinion of 50% of respondents,
performance management system is very important to clarify employees' job requirement it is also
important to know how the individual, team and organisational objectives have been linked in the
65.8
0
99.2
85
50
0
10
20
30
40
50
60
70
80
90
100
Assessment for
achievement
Reward allocation identification of training
and development needs
Facilitates promotion and
transfers and termination
decisions
To clarify an employee's
job requirement

selected organisation. And number of respondents are zero for reward allocation. The following table
also throws light on this matter. This is also a multiple response question.
Table 8, Linkage between individual, team and organizational objectives
Sr. No. Particulars No. of respondents Percentage
1 Cascading of goals (top - down approach) 27 22.5%
2 By enabling employees to see how their job contribute
to the overall objective of the organization through
frequent interaction
120 100.0%
3 Comparing employees' performance with work group 57 47.5%
Figure 7, Linkage between individual, team and organizational objectives
As per the primary data collected, 22.5% respondents stated that, management members have linked
the organisational goal and individual or team by using a dash down approach or cat killing of goal; an
hundred percent respondents stated that the organisational objectives and individuals, have been linked
by enabling employees to see how the job contribute to the goal or objectives of the organisation and to
22.5
100
47.5
0
10
20
30
40
50
60
70
80
90
100
Cascading of goals (top - down approach) By enabling employees to see how their job
contribute to the overall objective of the
organization through frequent interaction
Comparing employees' performance with
work group

frequent interactions 47.5% respondents have stated that, organisational objectives and individual
teams are willing to buy complaining employee performance with work group.
From the present study’s point of view, it is very important to know the perceptions and opinions of the
employees regarding the determinants of the performance. The table also shows the opinions of
employees in this regard.
Table 9, Determinants for Job Performance (Respondents’ Opinion)
Sr. No. Determinants No. of respondents Percentage
1 Organizational culture 107 89.2%
2 Technology 110 91.7%
3 Competency of employee 109 90.8%
4 Intelligence 100 83.3%
5 Attitude 89 74.2%
6 Aptitude 52 43.3%
Figure 8, Determinants for Job Performance (Respondents’ Opinion)
For the question, employees have given multiple responses 89.1% employees have stated that
organisational culture plays an important role in the job performance. In the opinion of 91.6%
89.2
91.7 90.8
83.3
74.2
43.3
0
10
20
30
40
50
60
70
80
90
100
Organizational
culture
Technology Competency of
employee
Intelligence Attitude Aptitude

respondents, technology is an important determinant for job performance and it was voiced by 90.8%
respondents that competence of the employees is continues to be a major determinant for job
performance. In the opinion of 83.3% respondents, intelligence is also a major determinant, and
according to 74.1% and 43.3% respondent’s attitude and attitude of employees are very important
determinant for job performance respectively.
From the present study point of view, it is also very important to understand the nature of linkage
between performances linked the pay and performance management. The table also indicates the
respondent’s opinions in this regard.
4) How often does your Performance assessment match to
your expectations?
Data
1) Never - 2 2) Rarely - 8 3) Sometimes 13
4) Often - 20 5) Every time - 7
Analysis
This question was purposely put into the questionnaire to validate the answers for the previous question.
The breakup of the data clearly shows that 4% of the entire sample state that their appraisal have never
shown a fair view of their performance. If this can be combined with those who are of the opinion that
their appraisal rarely matches up to their expectations, this figure goes up to consist about 20% of the
population. That shows that 80% are satisfied with the present system even though this includes
satisfaction in varying degrees like the appraisal matches up to the respondents expectations sometimes,
often or every time.
This does show that the satisfaction level of the employees in this system is quite high and that there is a
general feeling of likeability among the respondents.
6) According to you, how often should the Performance Review
take place?
0
2
4
6
8
10
12
14
16
18
20
1 2 3 4 5

Data
1) Once in a week - 14 2) Once a month - 17 3) Every 3 months 12
4) Every 6 Months - 3 5) Once a Year - 4
Analysis
Performance appraisal review is a constant process and lesser the frequency between the appraisals, the
better. The majority want (i.e. 86% which includes the first 3 options only) the frequency of the appraisal
to less than 3 months. The employees say that the longer the frequency between appraisals, the more the
chances of the appraisal not matching up to their expectations because many performances get
overlooked. If the appraisal is done on a more frequent basis, the employee has a chance to find out the
gaps in his / her performance on a more regular basis which will help them to improve more on their
performance and thereby eliminate waste. The appraisal does not necessarily have to be a formal one.
Even informal performance appraisals done between formal appraisals but on a more frequent level will
most certainly help and go a long way in improving performance.
7) What is your Satisfaction level with the current Appraisal
System?
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5

Data
1) Very Low - 0 2) Low - 4 3) Average 13
4) High - 28 5) Very High - 5
Analysis
The satisfaction level of the Appraisal system is quite high as can be seen from the graph. This is a good
sign as increased level of satisfaction is the main emphasis of any appraisal system. The curve tops at the
rating of high and this includes about 56% of the population. The bell curve shows that 92% have rated
the Appraisal system as average , high or very high . The high Satisfaction level in the System could
also be due to
various reasons like monetary or non-monetary incentives or growth parameters. The satisfaction level
also brings to light the efficiency of the management in devising an acceptable Appraisal system.
8) Which are the areas that should be improved upon?
0
5
10
15
20
25
30
1 2 3 4 5
Satisfacton level

Data
1) Standards - 12 2) Monetary Incentives - 25 3) Freq of Appraisal 23 4) Appraiser - 3
Analysis
This question breaks up the different phases of the appraisal system and tries to come to derive a
conclusion as to the areas of improvement in the process of evaluation. Fifty percent of the respondents
say that there should be a change on the aspect of monetary incentives. This does not refer to an increase
in the monetary incentives but a more reasonable incentive structure that will properly reward increased
and efficient performance. The frequency of appraisal is another aspect that needed review. The present
system is a quarterly one and the general opinion is that informal appraisals should be held on a more
regular basis. Standards of performance (i.e. benchmarks) should be improved according to 24% of the
respondents. Only 6% have stated the there should be change in the appraiser, which is an inevitable sign
of the operational efficiency of the system.
9) How important do you think is Performance Appraisal to
your Performance?
0
5
10
15
20
25
1 2 3 4

Data
1) Not Important - 0 2) Less Important - 2 3) Important 14
4) Very Important - 22 5) Most Important - 12
Analysis
This question was put in to find out and analyze the importance of the Appraisal system to the
productivity of the employee. The data clearly shows that the recognition of the employee s performance
does have a direct impact on his / her efficiency.
A vast majority of the respondents (i.e. 68% which includes ratings of very important or most
important ) affirm that their performance is directly influenced by recognitions of their performance by
the appraisal system. None of the respondents have stated that the appraisal system had no effect on their
productivity.
This points out to the fact that the Appraisal system goes a long way in determining the productivity of
the employees in an Organization. Therefore it is very important for any Organization to devise their
Performance Appraisal System carefully.
10) Do you think the One on One sessions are effective in
ironing out problems in the work environment?
Productivity Analysis
0
5
10
15
20
25
1 2 3 4 5

Data
1) Yes 23
2) No - 27
Analysis
One on one sessions are conducted by Champion Voyager Designers Pvt Ltd during the appraisal system
phase to tell the employee on an individual level as to the rating given to him / her. Each session lasts
between 10 30 minutes. The team leader tries to justify his reasons on why he had given a particular
rating to an employee. Sixty four percent of the employees responded by saying that the one on one
sessions are not efficient in ironing out problems mainly because since they are done on a formal basis so
most employees consider it just as a formality which the appraiser uses to impose the rating he has
already given to an employee. The employee therefore does not expect the rating to change after a one on
one session with the supervisor.
21
22
23
24
25
26
27
1 2

11) Transparency Rating of the Performance Appraisal system
Data
1) 4 Points 10 2) 5 Points 16 3) 6 Points 9
4) 7 Points 8 5) 8 Points 5 6) 9 Points - 2
Analysis
This question is an attempt to analyze the perceived transparency of the rating among the employees of
the Organization. A majority of the employees have given a transparency rating of 5. The perception of
the employees is since the appraisal is done on a quarterly basis, the employee is not in a position to
actually evaluate the basis of the rating he / she has received. This causes a lot of ambiguity in the ratings.
This is the primary concern due which almost 70 % have given a rating of 6 and below. The respondents
who have given a rating of 7 and above have mostly given this rating because they have got good ratings
in the past and feel that there is not much required in terms of transparency as long as they get good
ratings themselves.
12) Do you feel comfortable discussing any difference of
opinion about your Performance Rating with your appraiser?
Transperancy Rating
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5 6

Data
1) Yes 21
2) No - 29
Analysis
The major reason for the decreased transparency rating might be due to the fact that 58 % of the
respondents did not feel free to express their displeasure, if any, to the rating given to them. This can be
due to decreased comfort levels with the appraiser. The appraisal system can only be efficient if it takes
into consideration the employee s side of the appraisal. There might be various aspects that the appraiser
might have accidentally overlooked or certain circumstances misinterpreted which can be clarified if the
employee is more open and comfortable with the employer.
0
5
10
15
20
25
30
1 2

13) Performance Appraisal Model Rating
Data
1) 5 Points 2 2) 6 Points 6 3) 7 Points 14
4) 8 Points 16 3) 9 Points - 12
INTERPRETATION
The respondents were specifically told to rate the Appraisal system by setting aside any kind of human
intervention present in it by just evaluating its inherent structure and not efficiency in its execution. This
helps to ascertain whether there are any flaws in the Performance Appraisal system. About 80 % of the
sample has given a rating of 7 points and above. This shows the system is generally acceptable to the
employees and is a good sign for Champion Voyager Designers Pvt Ltd. The concern of the Organization
should be to find out why the remaining 20 % are not very highly satisfied with the system and find out
ways and means to increase their acceptability of the system.
Overall Rating
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5

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