PROJECT REPORT

ON
PERFORMANCE APPRAISAL OF EMPLOYEES AT
ThinkNEXT Technologies PVT. Ltd

An industrial training report submitted in partial fulfillment of the requirement for

the degree of
MASTER OF BUSINESS ADMINISTRATION
(2015-2017)
Submitted By:

Submitted To:

Jasmeet Virk

Mrs. Rajni Wadhwa Bedi

MBA 3rd Sem.

HR Executive

Uni. Roll no. 1521060

DECLARATION

I hereby declare that the Training Report was submitted by me under the supervision and
guidance of Mrs. Rajni Wadhwa Bedi, project guide, ThinkNEXT Technologies in Partial
Fulfillment of M.B.A 3nd semester. I further declare that I am solely responsible for omission
and commission of errors if any.

(JASMEET VIRK)

Signature of the Student

ACKNOWLEDGEMENT

Amongst the wide panorama of people who provided me the inspiration, guidance and
encouragement, I take this opportunity to thank those who gave me indebted assistance and
constant encouragement for completing this project.
I would like to thank Mrs. Rajni Wadawa Bedi, HR Trainer of ThinkNEXT Technologies Pvt.
Ltd., Mohali for his continuous help in completion of this project. She motivated me and was
available whenever her assistance was sought. She was actively involved throughout the project
and was also kind enough to tell me the strengths and weaknesses and how I could improve
myself to face the corporate world. Without her support the completion of this project would be
impossible.
I would like to extend my thanks to all the employees/staff of the ThinkNEXT Technologies
Pvt. Ltd., Mohali for their support.
I would also like to thank my college project guide Dr. Shelly, Global Institute of Mgt.,
Amritsar, for his valuable guidance and support.

Thanking you All

Place: Mohali

(JASMEET VIRK)

TABLE OF CONTENT
SR NO.
1.

TOPIC NO.
INTRODUCTION

PAGE NO.
5-37

2.

1.1 COMPANY PROFILE

1.2 INTRODUCTION TO PROJECT
SCOPE & OBJECTIVES OF STUDY

38-40

3.

RESEARCH METHODOLOGY

41-43

4.

LITERATURE REVIEW

44-46

5.

LIMITATIONS OF STUDY

47-48

6.

DATA ANALYSIS & INTREPRETATIONS

49-61

7.

FINDINGS & SUGGESTIONS

62-67

8.

CONCLUSION

68-69

9.

QUESTIONNAIRE

70-73

10.

BIBLIOGRAPHY

74

CHAPTER -1.1

COMPANY PROFILE

1.1 COMPANY PROFILE

5

ThinkNEXT Technologies Private Limited (Formerly Brilliant Software Solutions) is an ISO

9001:2008 certified software development company founded in August 2009 and it is approved
from Ministry of Corporate Affairs which deals in University/College/School ERP Solutions,
Android /iPhone Applications development, Web designing, Web development, Discount Deals
(www.thinknextcard.com, www.tricitydeal.com), Bulk SMS, Voice SMS, Bulk Email,
Biometric Time Attendance, Access Control, SEO/SMO, Database Solutions, Payment Gateway
Integration, E-Mail Integration, Industrial Training, Corporate Training and Placements etc.
Think NEXT Technologies provides software solutions using latest technologies e.g. Smart
Card, NFC, Biometrics, GPS, Barcode, RFID, SMS, Auto SMS (Short code), Android, iPhone,
Web, Windows and Mobile based technologies.
ThinkNEXT has wide expertise in .NET, Crystal Reports, Java, PHP, Android, iPhone,
Databases (Oracle and SQL Server), Web Designing, Networking, Web Server configurations,
various RAID Levels etc.
ThinkNEXT Technologies has also setup its offices in USA, Delhi, Shimla and Bathinda for its
software support. ThinkNEXT has its own multiple Smart Card printing, encoding and barcode
label printing machines to provide better and effective customer support solutions. ThinkNEXT
has also setup its own placement consultancy and is having numerous placement partner
companies to provide best possible placements in IT industry.
ThinkNEXT Technologies has developed for the first time in northern region cloud computing
based Cloud Campus 4.0 to facilitate knowledge and placement centric services. It is a unique
concept for effective and collaborative learning.

1. ThinkNEXT deals exclusively in campus automation through Smart Campus ERP

Solutions. Therefore we have better experience in handling large group of institutions
through proper time-tested policies and procedures.
2. First Company of India who has Launched NFC Technology (The Future) for Smart
Campuses through NFC Smart Cards.
3. First Company of India who has launched Android Version of Smart Campus ERP
Solutions for Mobiles and Tablet PCs.
4. First company of India who has developed SMS Opt-In Technology so that
Institutes/Colleges can send Transactional SMS with SMS Sender ID and without SMS
Template approval.
5. First company of Punjab, Haryana, Himachal, J&K (Northern region) who launched
Smart Cards (Contact Type), Smart Cards (Contactless) in Punjab for campus
automation.
6. First company of India which has launched its ThinkNEXT Smart Card as Discount
Card in more than 120 enterprises.
7. Established own multiple Smart Card Designing, Smart Card Printing, Smart Card
Lamination and Oyster Barcode Printing Units.
8. Multiple SMS Gateway Support.

SERVICES
We provide Software Solutions using latest technologies or features

NFC
Biometrics (Fingerprint with Automated Online)
Smart Card
Barcode
RFID
SMS
Short code 56767 (Auto SMS)
Android
7

ions (phone)
GPS
WAP (For WAP Enabled Mobile Phones)
Multiple SMS Gateway Support
Web based Technologies (365x24x7 services)
Windows based Technologies
Mobile based Technologies
Webcam support for various operations
Parallel Internet, Intranet and Wi-Fi Support

VISION
ThinkNEXT Technologies Pvt. Ltd. are already very flexible and scalable. Still, we
always take care of specific requirements of our clients. Our highly committed R&D
team makes our software feature rich, dynamic and future tuned everyday so that our
clients always maintain the lead over their competitors. The development of the software
is being done and the purpose full customization of the package is carried out in the
ThinkNEXT lab.

MISSION
ThinkNEXT

is

pioneer

in

Smart

Campus

ERP

Solutions

for

Universities/Colleges/Schools using latest technologies and features. We provide

software solutions using .NET, PHP, Android, iphone, Java technologies with three tierarchitecture support. We provide back-end solutions using MS SQL Server, Oracle, and
MySQL.

QUALITY POLICY
We have wide experience working with eminent Educationists, Managements, Directors,
Principals, Head of Departments, other Staff Members, Parents and students. Therefore
we do not sell only software Modules but an innovative system which has more
importance than just ERP software modules. Today Smart Campus solutions are a need
of hour for every University/Group of Colleges or an Institution to make edge over
others and maintain a lead over their competitors. Our Research and Development team
is committed to make your institute(s) to maintain lead over their competitors.

MORE SERVICES
ThinkNEXT offers various industry-ready programs so that student needs not to struggle
for jobs. ThinkNEXT offers 6 weeks/2 Months/6 Months training programs to make
students industry.
ThinkNEXT is pioneer in providing best placements in Industry. We offer minimum five
job interviews for each student and provide 100% Placement Assistance.
ThinkNEXT Offers Life-Time Validity Learning and Placement Card. Students
undergoing six months training will have advantage to learn free of cost anything against
that training program for life-time.
ThinkNEXT offers Part-Time/Full Time Job Offer for each student during training so
that students can earn while they learn. Student can bear their food, accommodation and
other expenses on.

MANAGEMENT OF ThinkNEXT Technologies PVT.LTD.

BOARD OF DIRECTOR

Sunil Jindal
Munish Mittal
Ghansham Das
Vikas Gupta

MANAGING DIRECTOR
Sunil Jindal

MARKETING HEAD
Munish Mittal

IT HEAD
Mukesh Kumar
10

SOME OF OUR CLIENTS

11

12

PLACEMENTS

Company List

13

INDUSTRIAL TRAINING
6 Months/Weeks Industrial Training Programs

Microsoft .NET

Android

iPhone

Java

PHP/MySQL

Web Designing

Embedded Systems

AutoCAD

Online Bidding (Freelancing)

Oracle/SQL Server Administration

Software Testing and Quality Assurance

Hardware & Networking

CCNA
14

MCITP

SEO

CATIA

Pro-E

Solid Works

Human Resource

Marketing

Finance

(FREE Spoken English/Personality Development/IELTS Classes on daily basis with

Industrial Training + Job Offer).

One-to-one Project and Project will be made Live and to make it Live, ThinkNEXT
will provide sub-domain and hosting worth Rs. 3000 absolutely free to each student
for web based Project. To host mobile apps, ThinkNEXT will provide free Google
Play account (For Android Mobile Apps) and Apple iTunes Connect Account
(Apple App Store) for iPhone Apps.

ThinkNEXT EDGE

Industrial Training and Certificates from Software/Electronics Company not just from
an institute

Free Interview Preparation, Spoken English and Personality Development Programmers.

Opportunity to get placed in ThinkNEXT and numerous other companies.

Life-Time Validity Learning and Placement Card.

15

Part-Time/Full-Time Job Offer for each student during Training.

Think NEXT Cloud Campus advantage not only during training, even after completion
of training for life time.

One-to-one PC and Corporate Environment.

Learn from Developers/Industry experts rather than Trainers/Teachers.

Direct interaction with Developers/Industry Experts.

Industrial training programmers are designed to make students industry-ready.

Large Display LEDs in each Class-Room/Lab, Wi-Fi Labs.

Guest Lectures/Seminars by Industry Experts.

Every

Student

is

provided

with

Live

Projects

mentored

by

Software/

Electronics/Industry Experts.

100% Placement assistance.

ThinkNEXT CLOUD CAMPUS ADVANTAGES

Each Student will have Unique User ID and Password to Login to ThinkNEXT Cloud
Campus 4.0 anytimeanywhere

View Numerous Technical, Personality Development Videos anytimeanywhere

Students will be able to download e-Books, e-Journals, Class Notes, Important Links
and other study material.

ThinkNEXT Smart Campus is a step towards not only 100% placements but also better
job offers even after placements.

Student Profile, Instant Technical Updates, Class Notes, Project Report Submitted,
Attendance, Performance, Notice-Board, Class Timings etc. Everything online.
16

Communication with industry experts, Technologists through cloud Campus anytime

anywhere.

Regular SMSes and E-mail for Related Job Offers.

Access through PCs, Laptops, Tablet PCs, Mobiles via internet.

CHAPTER-1.2

INTRODUCTION

17

1.2 INTRODUCTION OF PERFORMANCE APPRAISAL:

Performance appraisal is a systematic evaluation of present potential capabilities of
personnel and employees by their superiors, superior's superior or a professional from
outside. It is a process of estimating or judging the value, excellent qualities or status of a
person or thing. It is a process of collecting, analyzing, and evaluating data relative to job
behavior and results of individuals. The appraisal system is organized on the principle of
goals and management by objectives. Management decisions on performance utilize
several integrated inputs: goals and plans, job evaluation,
and individual

performance evaluation,

history. It connotes a two dimensional concept - at one end of the

continuum lies the goals set by the authority, and at the other end, the performance
achieved by the individual or any given group.
According to DeNisi, Performance appraisal is the system whereby an organization assigns
some score to indicate the level of performance of a target person or group.
Performance appraisal can be either formal or informal.

Usage

of former

systems

schedule regular sessions in which to discuss an employee's performance. Informal

appraisals are unplanned, often just chance statements made in passing about an
employee's performance. Most organizations use a formal appraisal system. Some
organizations use more than one appraisal system for different types of employees or for
different appraisal purposes. Organizations need to measure employee performance to
determine whether acceptable standards of performance are being maintained. The six
primary criteria on which the value of performance may be assessed are: quality,
quantity, timelineness, cost effectiveness, need for supervision, and interpersonal impact.
If appraisals indicate that employees are not performing at acceptable levels, steps can be
taken to simplify jobs, train, and motivate workers, or dismiss them, depending upon the
reasons for poor performance.

FEATURES OF PERFORMANCE APPRAISAL

18

1. Organized Process: Performance appraisal is an organized process having following three

steps:
Deciding performance standards.
Comparing actual performance of employee with performance standards.
Providing feedback so that the employee can remove errors and enhance his/her
performance in due course of time.
2. Evaluating Process: it identifies the employees performed level and tries to develop a future
improvement plan.
3. Periodic Process: Performance appraisal is performed at regular intervals as per the specified
plan. It is not a one-time process.
4. Futuristic: Performance appraisal does not focus on the past rather it focuses on the future.
5. Identifies Employees Potentialities: Performance appraisal determines the capability of the
employee to perform the allocated job effectively.
6. Develops Employees: Performance appraisal also emphasizes on overall development of
employees. It guides managers to act like a coach rather judge.

19

USES OF PERFORMANCE
APPRAISAL
Performance appraisal is crucial tool in the hands of the management to bring about greater
agility and responsiveness in human resources of an organization. Performance appraisal is the
foundation of much human resource decision. Therefore, it has multifarious uses as depicted
below:
PERFORMANCE IMPROVEMENT: Performance feedback allows the employee,
manager and personnel specialists to intervene with appropriate actions to improve
performance.

COMPENSATION ADJUSTMENTS: Performance evaluations help decision-makers

determine who should receive pay raises. Many firms grant part or all pay increases and
bonuses based upon merit, which is determined mostly through performance appraisals.

PLACEMENT DECISIONS: Promotions, transfers and demotions are usually based on

past or anticipated performance. Often promotions are a reward for past performance.

20

 TRAINING AND DEVELOPMENT NEEDS: Poor performance may indicate the need for
retraining. Likewise, good performance may indicate untapped potential that should be
developed.

CAREER PLANNING AND DEVELOPMENT: Performance feedback guides career

decisions about specific career paths one should investigate.

STAFFING PROCESS DEFICIENCIES: Good or bad performance implies strengths or

weakness in the personnel departments staffing procedures.

INFORMATIONAL INACCURACIES: Poor performance may indicate errors in job

analysis information, human resource plans, or other parts of the personnel management
information system. Reliance on inaccurate information may have led to inappropriate hiring,
training, or counseling decisions.

JOB DESIGN ERRORS: Poor performance may be a symptom of ill-conceived job

designs. Appraisals help diagnose these errors.
EQUAL EMPLOYMENT OPPURTUNITY: Accurate performance appraisals that
actually measure job related performance ensure that internal placement decisions are not
discriminatory.
EXTERNAL CHALLENGES: Sometimes performance is influenced by factors outside the
work environment such as family, financial, health or other personal matters. If uncovered
21

through appraisals, the human resource department may be able to provide assistance.
FEEDBACK TO HUMAN RESOURCES: Good/bad performance throughout the
organization indicates how well the human resource function is performing.

PLANNING THE APPRAISAL

A meaningful performance appraisal is a two-way process that benefits both the
employee and the manager. For employees, appraisal is the time to find out how the
manager thinks they are performing in the job. For a manager, a formal appraisal interview
is a good time to find out how employees think they are performing on the job. The
planning appraisal strategy has to be done:

1.
2.
3.
4.

Before the appraisal:Establish key task areas and performance goals.

Set performance goals for each key task area.
Get the facts.
Schedule each appraisal interview well in advance.

During the appraisal:-

1 Encourage two-way communication.

2. Discuss and agree on performance goals for the future.
3. Think about how you can help the employee to achieve more at work.
4. Record notes of the interview.
22

5. End the interview on an upbeat note.

After the appraisal:-

1. Prepare a formal record of the interview.

2. Monitor performance.

APPROACHES OF PERFORMANCE APPRAISAL

George Odiorne has identified four basic approaches to performance appraisal.
Personality-based systems: In such systems the appraisal form consists of a list of
personality traits that presumably are significant in the jobs of the individuals being
appraised. Such traits as initiative, drive, intelligence, ingenuity, creativity, loyalty and
trustworthiness appear on most such lists.
Generalized descriptive systems: Similar to personality-based systems, they differ in the
type of descriptive term used. Often they include qualities or actions of presumably good
managers:
"Organizes, plans , controls, motivates others, delegates, communicates, makes things
happen," and so on. Such a system, like the personality-based system, might be useful if
meticulous care were taken to define the meaning of each term in respect to actual results.
Behavioral descriptive systems: Such systems feature detailed job analysis and job
descriptions, including specific statements of the actual behavior required from successful
employees.
Results-ce ntered systems: These appraisal systems (sometime called work-centered or jobcentered systems) are directly job related. They require that manager and subordinate sit
down at the start of each work evaluation period and determine the work to be done in all
23

areas of responsibility and functions, and the specific standards of performance to

be used in each area. When introducing performance appraisal a job description in
the form of a questionnaire has to be preferred.

A typical questionnaire addressed to an individual would cover the following points:

What is your job title?
To whom are you responsible?
Who is responsible to you?
What is the main purpose of your job?
To achieve that purpose what are your main
areas of responsibility?

What is the size of your job in such terms of output or sales targets, number of items
processed, number of people managed, number of customers? What targets or standards of
performance have been assigned for your job? Are there any other ways in which it would
be possible to measure the effectiveness with which you carry out your job?
Is there any other information you can provide about your job?

24

COMPONENTS OF PERFORMANCE APPRAISAL

The components that should be used in a performance appraisal system flow directly from
the specific objectives of appraisal. The following components are being used in a number
of Indian organizations.
1. Key Performance Areas (KPAs) I Key Result Areas
(KRAs)
2.Tasks/targets/objectives/attributes/qualities/traits
3. Self appraisal
4. Performance analysis
5. Performance ratings
6. Performance review, discussion or counseling
7. Identification of training and development needs
8. Ratings and assessment by appraiser
25

9. Assessment and review by reviewing authority

10. Potential appraisal.

TYPES OF PERFORMANCE APPRAISAL

There are two types of performance appraisal systems which are normally used in
organizations:
1. Close ended appraisal system,
2. Open ended appraisal system.

In the close ended appraisal system, commonly used in government organizations and
public enterprises, a confidential report is submitted on the performance of the employee.
Only where an adverse assessment is made against an individual, the concerned individual
is informed about the same. The main shortcoming of this system is that an individual is not
informed about his/her inherent strengths and weaknesses and, therefore, is not given an
opportunity to respond to the assessment made on him/her. The employees are, therefore, in
a constant dilemma as to how their performance is viewed by the management. In the open
ended appraisal system, unlike in the close ended system, the performance of the individual
is discussed with him, and he is ranked in a five or ten point rating scale. The company
uses this tool primarily for rewarding a good performer or for other considerations like
promotions. The main weakness of this system is that all the employees are ranked in a
particular scale, and whereas the good performers are rewarded, there is no concerted
effort to motivate the average performers in performing better. Another weakness of the
26

grading system is that the appraisal may tm out to be more subjective in nature due to
insufficient data maintained on the individual.

This system also leads to unnecessary

comparisons made on different individuals performing similar jobs. Performance appraisal

can be a closed affair, where the appraises do not get any chance to know or see how they
have been evaluated; or it can be completely open, where the appraises have the opportunity
of discussing with their superiors during the evaluation exercise.

PROCESS OF PERFORMANCE APPRAISAL

1. Establish Performance Standards with Employees: The process of performance appraisal
starts with the formation of performance standards, according to organizational planned goals.
These standards should be easy to understand so that they can be easily comprehended and
evaluated.
2. Mutually Set Measurable goals: After the formation of standards, the most important thing
is to convey the expectations so that an employee would not waste his time in presuming
what is being expected from him.
3. Measure Actual Performance: To measure actual performance, it is necessary to collect
information about it. Managers should be aware of what is to be measured and how. There are
four common sources of information which are often exercised by the managers to evaluate
actual performance. These are: Personal Observation; statistical reports, oral reports and
written reports.
4. Compare actual performance with Standards: Next step involves comparison of standards
with actual performance. This step includes identification of fluctuations between the
standard performance and the actual performance in order to proceed further.
5. Discuss the Appraisal with the Employee: During this phase, the appraiser discusses the
appraisal with the employee. For a manager, the most difficult job is to provide a precise
appraisal to the employee. The review of performance appraisal affects employees self
esteem and most importantly his performance.
6. If Necessary, Take Corrective Actions: The last phase of appraisal involves taking remedial
actions wherever needed. These actions could be immediate or basic.
27

METHODS OF PERFORMANCE APPRAISAL

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.

Past Oriented Methods

Future Oriented Methods

METHODS OF PERFORMANCE APPRAISAL

Traditional/Past-Oriented
Methods

Modern/Future-Oriented
Methods

28

Past Oriented Methods

These methods focus on past performance. These methods are as follows:
1.

Rating Scales: 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
Raters biases
2.

Checklist: Under this method, checklist of statements of traits of employee in the form of

Yes or No based questions is prepared.

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.Critical Incidents Method: The approach is focused on certain critical behaviors of employee
that makes all the difference in the performance. Supervisors as and when they occur record
such incidents.
29

Advantages Evaluations are based on actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces regency biases, chances of subordinate improvement are
high.
Disadvantages Negative incidents can be prioritized, forgetting incidents, overly close
supervision; feedback may be too much and may appear to be punishment.
5. Behaviorally Anchored Rating Scales: statements of effective and ineffective behaviors
determine the points. They are said to be behaviorally anchored. The rater is supposed to
say, which behavior describes the employee performnce.
Advantages Helps overcome rating errors.
Disadvantages Suffers from distortions inherent in most rating techniques.
6. Field Review Method: This is an appraisal done by someone outside employees own
department usually from corporate or HR department.
Advantages Useful for managerial level promotions, when comparable information is
needed.
Disadvantages Outsider is generally not familiar with employees work environment,
Observation of actual behaviors not possible.
7. 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.
Advantages Tests may be apt to measure potential more than actual performance.
Disadvantages Tests may suffer if costs of test development or administration are high.
8. Confidential Records: Mostly used by government departments, however its application
in industry is not ruled out. Here the report is given in the form of Annual Confidentiality
Report (ACR) and may record ratings with respect to following items; attendance, self
30

expression, team work, leadership, initiative, technical ability, reasoning ability,

originality and resourcefulness etc.
Advantages - The system is highly secretive and confidential. Feedback to the assessee is
given only in case of an adverse entry.
Disadvantage - is that it is highly subjective and ratings can be manipulated because the
evaluations are linked to HR actions like promotions etc.
9. Essay Method: In this method the rater writes down the employee description in detail
within a number of broad categories like, overall impression of performance, promote ability of
employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses
and training needs of the employee. Advantage It is extremely useful in filing information gaps
about the employees that often occur in a better-structured checklist. Disadvantages It its
highly dependent upon the writing skills of rater and most of them are not good writers. They
may get confused success depends on the memory power of raters.
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.

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.

31

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

Future Oriented Methods

1.

Management By Objectives: It means management by objectives and the performance is

rated against the achievement of objectives stated by the management. MBO process goes as
under.

Establish goals and desired outcomes for each subordinate

Setting performance standards

Comparison of actual goals with goals attained by the employee

Establish new goals and new strategies for goals not achieved in previous year.

Advantages It is more useful for managerial positions. 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.
2.

Psychological Appraisals: These appraisals are more directed to assess employees

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
32

bright young members who may have considerable potential. However quality of these
appraisals largely depend 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.
Advantages well-conducted assessment center can achieve better forecasts of future
performance and progress than other methods of appraisals. Also reliability, content validity and
predictive ability are said to be high in assessment centers. The tests also make sure that the
wrong people are not hired or promoted. Finally it clearly defines the criteria for selection and
promotion.
Disadvantages Costs of employees traveling and lodging, psychologists, ratings strongly
influenced by assessees inter-personal skills. Solid performers may feel suffocated in simulated
situations. Those who are not selected for this also may get affected.
4. 360-Degree Feedback: It is a technique which is systematic collection of performance data
on an individual group, derived from a number of stakeholders like immediate supervisors, team
members, customers, peers and self. In fact anyone who has useful information on how an
employee does a job may be one of the appraisers. This technique is highly useful in terms of
broader perspective, greater self-development and multi-source feedback is useful. 360-degree
appraisals are useful to measure inter-personal skills, customer satisfaction and team building
33

skills. However on the negative side, receiving feedback from multiple sources can be
intimidating, threatening etc. Multiple raters may be less adept at providing balanced and
objective feedback.

PERFORMANCE APPRAISAL ASSESSMENT

The quality of an appraiser is much more crucial than the appraisal methods. It is
desirable to make the immediate superior a party to the appraisal program. The assessment
can be accomplished by an individual or by a combination of the immediate superior,
other managers acquainted with the assessee's work, a higher level manager, a personnel
officer, the assesses himself, and the assessee's subordinates. Training of appraisers has
been largely stressed as a measure to improve performance appraisals. Appraisers can be
trained with a view to improving their ability to evaluate subordinates and discuss evaluations
with them effectively.

34

The following questions can provide an assessment of performance appraisal system:

1. What purposes does the organization want its performance appraisal system to serve?
2. Do the appraisal forms really get the information to serve the purposes?
3. Are the appraisal forms designed to minimize errors and ensure consistency?
4. Do the processes of the appraisal serve the purpose of effective communication between
the appraiser and the appraisee?
5. Are supervisors rewarded for correctly evaluating and developing their employees?
6. Are the evaluation and developmental components separated?
7. Are superiors relatively free from task interference in doing performance appraisal?
8. Are the appraisals being implemented correctly?

PERFORMANCE APPRAISAL IN PRACTICE

Traditionally appraisals are carried out by the supervisors of the employees. Some
companies do follow self appraisal and compare the same with the traditional appraisal of
the supervisors. A new approach has been recently enunciated by the western management
gurus, which is known as 360 degree appraisal whereby appraisals are required to be
carried out not only by the supervisors, but also by those supervised (subordinates) and
peers. This approach also needs are look in the context of leadership concepts being
practiced universally. If one requires to be appraised on how well he performs the
leadership role, the appraisal should originate from the followers (bottom to top approach)
and not from their supervisors alone.
35

While the supervisors can appraise, on the performance standards, goals, targets,
achievements, the leadership attributes need to be appraised only by those being
supervised. This argument is quite valid for higher level executives including CEOs.
Therefore, all the three approaches, top bottom, bottom-top and peer level appraisal will
be very relevant.

Perhaps,

appropriate weightage is required to be assigned for

appraisals being carried out in the 360 degree system, which is yet to take off seriously in
many organizations.
It is quite disappointing to note that appraisals are not being carried out with the due
importance and seriousness

they deserve

though the systems provide scope for

periodic and timely appraisals. Normally appraisals are being carried out once a year or
at the most twice a year as per the existing practice. Many organizations do follow
monthly and quarterly appraisals for management trainees till they are confirmed, and
follow the by-annual or annual appraisal system thereafter. Appraisal is a continuous
process, to be scientifically carried out day in day out, if one has to seriously carry out
appraisals.

CONCERNS AND ISSUES IN APPRAISAL

1. Identifying job responsibilities and duties and performance dimensions, standards and
goals.
2. Prioritizing and weighing performance dimensions and performance goals.
3. Determining appropriate methods for appraising performance.
4. Developing suitable appraisal instruments and scoring devices.
5. Establishing procedures that enhance fair and just appraisals of all employees.
6. Providing performance feedback to all employees.
7. Relating observed and identified performance to the rewards provided by organization.
36

8. Designing, monitoring and auditing processes to ensure proper operation of the system and
to identify areas of weakness.
9. Granting employees opportunities for appeal whenever and wherever such action is
appropriate.
10. Training of employees in all phases of the appraisal system. The basic issues addressed by
performance appraisal are:
What to appraise?
How to appraise fairly and objectively?
How to communicate the appraisal and turn the total process into a motivator? How the
performance appraisal results can be put to good use?
How to implement the performance appraisal system smoothly?

37

CHAPTER-2
SCOPE & OBJECTIVES

38

SCOPE OF PERFORMANCE APPRAISAL

Fairness in performance appraisal system is very important for the organization. If the system of
the organization is not fair that means employee is not satisfy with their appraisal system which
leads to the result of leaving the job by the employee. That means increase in employee attrition.
The main reason of doing this study is increase in employee attrition.

39

OBJECTIVES OF PERFORMANCE APPRAISAL

1. Providing Feedback: Main objective of performance appraisal is to provide feedback to

its employees. Through this process, the individual learns how he performed during past
twelve months. Then, he can utilize this information for improving his performance in
the future.
2. Facilitating Promotion and Downsizing decisions: Performance appraisal helps in
making decisions regarding promotion and downsizing so that efficient employees can be
retained and low performers can be removed.

3. Setting and measuring Goals:

Goal establishment has been confirmed as a

management process which produces advanced performance. The performance appraisal

process is generally used to ensure that every individual sets and attains valuable goals.
4. Determining Compensation: The concept of pay for performance is generally followed
by every organization. Performance appraisal helps in ensuring that good performers are
paid more. Thus, employees are rewarded as per their performance.
5. Counseling Poor Performers: It is not possible for everyone to meet the standards of
organization. Performance appraisal pressurizes the managers to deal with those who are
not fulfilling the organizational expectations.
6. Encouraging Coaching and Mentoring: Managers are supposed to be good coaches for
their subordinates and mentors for their trainees. Performance appraisal determines the
need for coaching and motivates managers to play an active role of coach.
40

7. Supporting Manpower Planning: Well-groomed organizations frequently evaluate their

strengths to ensure that they have the required talent. Organizations need to find out their
most effective employees.
8. Determining Training and Development Needs: With the help of data obtained from
performance appraisals, training and development experts can better decide the areas
where an organization should focus its training efforts.
9. Validating Hiring Decisions: Once the performance of newly selected employees is
evaluated, only then the organization can determine that whether or not it has selected the
right candidate.
10. Improving Overall Organizational Performance: Performance appraisal helps in
conveying the organizational expectations to all team members and evaluates how each
employee is performing his job.

41

CHAPTER-3

RESAERCH
METHODOLOGY
RESEARCH METHODOLOGY
Meaning of Research:
For achieving the objectives of study, survey was conducted. For survey; personal interviews of
the management were undertaken. A personal interview was selected as the mode of survey to
make the study more meaningful and so that maximum information could be collected. For
42

conducting the personal interviews of the management, a questionnaire was made. The
questionnaire was structured with open ended and close ended questions.
The Management was interviewed on various aspects likely to have impact on the absenteeism
and on the turnover of the employed viz. number of the leaves allowed to the employees,
procedure for the promotions, increments in pay, bonus schemes incentive sector etc. given to
the employees.
SAMPLING UNIT:
The area, which is taken for study, is ThinkNEXT Technologies pvt Ltd Mohali.
SAMPLE SIZE:
DESIGNATION

SAMPLE SIZE

EMPLOYEES

35

TOTAL

35

SAMPLING PROCEDURE:
Convenience sampling has been used to collect the data from the respondents. Convenience
sampling technique is followed. Convenience sampling as the name implies is based on the
convenience of the researcher who is to select the sample. This type of sampling is also
called accidental sampling as the respondents in the sampling are included in it merely on
account of that being available on the spot where the survey is in process.
43

Thus the researcher may stand at a certain prominent point and interview all those or
selected people who pass through that place.

44

CHAPTER-4

LITERATURE REVIEW

45

LITERATURE REVIEW

Performance Appraisal is the systematic evaluation of the performance of employees and to

understand the abilities of a person for further growth and development. Performance appraisal
is generally done in systematic ways which are as follows:
1. The supervisors measure the pay of employees and compare it with targets and plans.
2. The supervisor analyses the factors behind work performances of employees.
3. The employers are in position to guide the employees for a better performance.

Definitions of Performance Appraisal

1. C. D. Fisher L. F. Schoenfeldt and J. B. Shaw have defined as: The process by which an
employees contribution to the organization during specified period of time is assessed.
2. Gary Dessler defined Performance appraisal as means of evaluating aim employees
current and or past performance relative to his or he performance standards
3. Bellows said: Performance appraisal is defined as a systematic periodic evaluation of the
worth of an individual of an organization, usually mad by a superior or someone in position
to observe his performance.
4. Beach said: Performance appraisal is the systematic evaluation of the individual with
respect to this performance on the job and his potential of development
5. William B. Weather and Keith Davis said: Performance appraisal is the process by
which organization evaluate individual job performance

46

6. John Douglas, Stuart Klein and David Hunt defined:Performance appraisal as a

systematic evaluation review of employees meaningful job behavior with respect to their
effectiveness in meeting their job requirements and responsibilities

7. Leon C. Megginson has defined: Performance appraisal is the process an employer uses to
determine whether an employee is performing the job as intended. ( Merit rating, efficiency
rating, service rating and employee appraisal arc others frequently used terms for
performance appraisal)
8. Wayne F. Cascio: Performance appraisal as the systematic description of an employees
job-relevant strengths and weaknesses

47

CHAPTER-5

LIMITATIONS OF STUDY

48

LIMITATIONS OF THE STUDY

1. Time is important limitation due to the time constraints only few employees is
taken for the study.
2. The study is limited to the employees deployed in ThinkNEXT Technologies Pvt Ltd.
3. The study often overlooked by management so redtops involvement could manipulate
desired result.

49

CHAPTER-6

DATA ANALYSIS
AND
INTERPRETATIONS

50

DATA ANALYSIS AND INTERPRETATION

1. Since how many years you have been working in ThinkNEXT Technologies Limited,
Mohali?
a) Less than one year

b) 1-2 years

c) 2-3 years

d) More than 3 years

TABLE:
Options

No. of Respondents

Percentages

Less than one years

1-2 years
2-3 years
More than 3 years

7
10
12
6

20%
28.57%
34.28%
17.15%

TOTAL

35

100%

CHART:

No. of Respondents
Less than one years
1-2 years
2-3 years
More than 3 years

INTERPRETATION- As per the analysis, 20% of the respondents have been working in
organization for less than one year; 28.57% respondents have been working from1-2 years,
34.28% respondents have been working for 2-3 years and the remaining 17.15% respondents
have been working for more than 3 years.
51

2. Does the system provide you a chance to communicate the support you need from your
subordinate to perform the job well?
a) Yes

b) No

TABLE:
Options
Yes
No
TOTAL

No. of Respondents
20
15
35

Percentages
57.15%
42.85%
100%

CHART:

No. of Respondents

Yes
No

INTERPRETATION- As per the analysis 57.15% respondents believe that the system provide
a chance to communicate the support they need from your subordinate to perform the job well
and 42.85% respondents believe that system does not provide any system to communicate.
3. Which appraisal system is being employed in the company?
a) Assessment Centre

b) MBO
52

c) BARS

d) 360 degree feedback

e) Balance scorecard
TABLE:
Options
Assessment
MBO
BARS
360 Degree feedback
Balance
TOTAL
CHART:

No. of Respondents
7
3
10
9
6
35

Percentages %
20%
8.57%
28.57%
25.71%
17.15%
100%

No. of Respondents
Assessment

MBO

BARS

360 Degree feedback

Balance

INTERPRETATION- As per the analysis 20% respondents believe that assessment appraisal
system is being employed in the organization, 8.57% respondents believe that MBO appraisal
system is being employed in the org, 28.57% respondents believe that BARS appraisal system is
being employed in the org, 25.71% respondents believe that 360 degree feedback system is
being employed the company and 17.15% respondents are balanced.
4. What is the timing of Appraisals followed by ThinkNEXT Technologies limited?
a) Monthly

b) Quarterly

d) Annual

e) Any time

c) Half yearly

TABLE:
Options

No. of Respondents
53

Percentages%

Monthly

20%

Quarterly

11.43%

Half yearly

10

28.57%

Annual

12

34.28%

Any time

5.72%

TOTAL

35

100%

CHART:

No. of Respondents
Monthly
Quarterly
Half yearly
Annual
Any time

INTERPRETATION- The table shows that 20% respondents say that appraisal is conducted
Monthly by the organization,11.43% respondents say that the organization conducts the
appraisal Quarterly, 28.57% respondents say that performance appraisal is conducted SemiAnnually 34.28% respondents say that appraisal is conducted Annually by the organization, and
5.72% respondents say that appraisal is conducted anytime by the company.
5. What do you think is the effect of a poor appraisal system?
a) De-motivation

b) Retention

c) Ineffective teamwork
TABLE:
Options
De-Motivation
Retention

No. of Respondents
20
5
54

Percentages%
57.14%
14.28%

Ineffective Teamwork
TOTAL

10
35

28.58%
100%

CHART:

No. of Respondents
De-motivation
Retention
Ineffective
teamwork

INTERPRETATION- It can be seen from result that 57.14% of the employees get demotivated because of poorly conducted appraisal; 14.28% of employees get retained and
28.58% of respondents results in ineffective teamwork due to poor appraisal.
6. Are employees comments and suggestions taken in to consideration before the
appraisal?
a) Yes

b) No

TABLE:
Options
Yes
No
TOTAL

No. of Respondents
30
5
35

55

Percentages%
85.72%
14.28%
100%

CHART:

No. of Respondents

Yes
No

INTERPRETATION- From above it can be seen that the 85.72% employees believe that their
comment and suggestions are taken into consideration before the appraisal and 14.28%
employees believe that their comment and suggestions are not taken into consideration before
the appraisal.

7. Who conducts the Performance Appraisal?

a) Immediate Supervisor

b) Peer Appraisal

c) Rating Committees

Self Rating

e) Appraisal by Subordinates

TABLE:
Options
Immediate Supervisor
Peer Appraisal
Rating Committees
Self Rating
Appraisal by Subordinates
TOTAL

No. of Respondents
25
4
2
3
1
35
56

Percentages %
71.43%
11.43%
5.71%
8.57%
2.86%
100%

d)

CHART:

No. of Respondents
Immediate supervisor

Peer appraisal

Rating committees

Self rating

Appraisal by
subordinates

INTERPRETATION- From this it is evident that 71.43% employees say that appraisal is
conducted by the intermediate supervisor; 11.43% employees says that appraisal is conducted
by peers; 5.71% employees say that appraisal is conducted by rating committees; 8.57%
employees say that appraisal is conducted by self rating; 2.86% employees say that appraisal is
conducted by subordinates.

57

8. Is the Performance Appraisal successful in giving a clear understanding of the

appraisers job to both appraiser and appraisee?
a) Yes

b) No

TABLE:
Options
Yes
No
TOTAL

No. of Respondents
32
3
35

Percentages%
91.43%
8.57%
100%

CHART:

No. of Respondents
Yes
No

INTERPRETATION- From this it is clearly seen that 91.43% employees believe that the
performance appraisal is successful in giving a clear understanding of the appraisers job to both
appraiser and appraisee and remaining 8.57% employees believe that the performance appraisal
is not successful in giving a clear understanding of the appraisers job to the appraiser and
appraisee

58

9. Are the standards on the basis of which the Performance Appraisal is carried out
communicated to the employees before hand?
a) Yes

b) No

TABLE:
Options
Yes
No
TOTAL

No. of Respondents
31
4
35

Percentages%
88.57%
11.43%
100%

CHART:

No. of Respondents

Yes
No

INTERPRETATION- From above it is evident that 88.57% employees believe that the
standards on the basis of which the performance appraisal is carried out are communicated to
the employees beforehand and remaining 11.43% employees believe that the standards on the
basis of which the performance appraisal is carried out are not communicated to the employees
before hand.

59

10. Do you think that the organization gives an opportunity to the appraisee to rate his
own performance?
a) Yes

b) No

TABLE:
Options
Yes
No
TOTAL

No. of Respondents
14
21
35

Percentages%
40%
60%
100%

CHART:

No. of Respondents
Yes
No

INTERPRETATION- From result it can be seen that the 40% employees think that the
organization gives an opportunity to the appraisee to rate his own performance while remaining
60% employees think that the organization does not gives an opportunity to the appraise to rate
his own performance.

11. Do you act upon the results of your Performance Appraisal?

60

a) Yes

b) No

TABLE:
Options
Yes
No
TOTAL

No. of Respondents
32
3
35

Percentages
91.43%
8.57%
100%

CHART:

No. of Respondents

Yes
No

INTERPRETATION- From above we conclude that 91.43% employees act upon the result of
their performance appraisal and remaining 8.57% employees do not act upon the result of their
performance appraisal.

12. Are you fully satisfied by ThinkNEXT Technologies Performance Appraisal system?
a) Strongly agree

b) Agree

c) Neutral
61

d) Strongly disagree

e) Disagree

TABLE:
Options

No. of Respondents

Percentages %

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

7
11
9
5
3

20%
31.43%
25.71%
14.28%
8.57%

TOTAL

35

100%

CHART:

No. of Respondents
Strongly agree
Agree
Neutral
Strongly disagree
Disagree

INTERPRETATION- From above we can conclude that 31.43% employees are satisfied by
this company performance appraisal system and 20% employees are highly satisfied; 25.71%
employees are neutral; 14.28% employees are dissatisfied and remaining 8.57% are highly
dissatisfied with the Companys performance appraisal system.

62

CHAPTER-7

FINDINGS
&
SUGGESTIONS

63

FINDINGS

1. It has separate appraisal system for each level of employees. These appraisal
systems differ on the factors on which a person is rated and the nature of duties
handled by him.
2. It is seen that the employees are not satisfied with the way they are
appraised or they haven't been appraised properly. For this matter, the company
have interview and discussion.
3. The frequency of appraisal in this organization is yearly. Where appraisal is based
on Key Result Areas, a mid-term review is also undertaken. This data is then
compiled and the final appraisal is conducted at the end of the year.
4. In most of the cases the immediate supervisors is the appraiser but sometimes it is
also the HR department or the HOD.
5. This organization have goal setting as part of appraisal. The performance is
evaluated against these targets.
6. On an average 85% of the employees of an organization are motivated by Performance
Appraisal.
7.

Organizations use the data that is maintained for every employee to compare the
performance over a period of time. Some companies also use this data for making
decision regarding job rotation, succession planning. Very few companies make
use of this data for retrenchment as proof of poor performance.

8. A good deal of respondents felt that appraisal is likely to be more successful when
it is linked with financial and semi-financial

incentives like promotion, bonus,

increment. This increases the commitment from the parties concerned the appraisal
and the appraisee.
64

9. 360 degree feedback system is not very popular in the Indian companies. Among
the companies under study, this system has been implemented in this system can be
adopted and is successful only in the presence of an o p e n organizational climate.
10. Most of the companies have a separate appraisal system for the new employees,
who are on probation. This basically to confirm them is satisfied with the current
11. In most of the organizations training is provided for the appraisal system one to
two weeks before the appraisal and also when new or revised Performance
Appraisal system is introduced.
12. Performance Appraisal is surly a good indicator (about 80%) for the training and
developmental need of the employees.

65

SUGGESTIONS
Performance Appraisal should not be perceived just as a regular activity but
its importance should be recognized and communicated down the line to all
the employees.
a. There should be a review of job analysis, job design and work environment based
on the performance appraisal.
b. It should bring more clarity to the goal and vision of the organization.
c. It should provide more empowerment to the employees.
d. New methods of appraisal should be adopted so that both appraiser and the
appraise take interest in the appraisal process.
e. The employees who have excellent performance should be used as a mentor for
other employees who would motivate others to perform better.
f. Employees should be given feedback regarding their appraisal. This will help
them to improve on their weak areas.
g. Financial and non-financial incentives should be linked to the annual appraisal
system so that employees would be motivated to perform better.
h. New mechanisms should be evolved to reduce the time factor involved m
the procedure of appraisal. Introducing online-appraisal can do this.
i. The frequency of training program for the appraiser should be increased and these
sessions should be made interactive.
j. The

awareness

sessions

for

the

employees/appraisee

should

be

made

more interactive and the views and opinion of the appraisee regarding appraisal
should be given due consideration.
k. Assistance should be sought from specialists for framing a proper appraisal
66

system that suits the organization climate. Constant monitoring of the appraisal
system should be done through discussions, suggestions, interactions.
l. Combining the different methods of appraisal can minirnize the element of
biasness in an appraisal. Like the Rating method combined with assessment center
method would give an evidence of poor/unfavorable or outstanding behavior of
the appraisee, if any.
m. Use of modem appraisal techniques like 360 appraisal, assessment centers which
are more effective.
n. More transparency should be brought about in the appraisal system.
o. The appraisal system should cover all employees in the organization both white
collar and blue-collar jobs.
p. Recognizing the good performers i.e., appraises who have accomplished the
targets for the year can help in getting more commitment from the employees.
q. Information regarding the performance of the employees should be kept in proper
manner.
r. Some of the performance appraisals should be conducted by the top management so
that they can understand the employees and their needs, behavior better and to find
out the loopholes.
s. Performance appraisal should be effectively link to the performance management
system of the organization.
t. Performance appraisal should be effectively link to the performance management
system of the organization.
u. Still follow the traditional methods of appraisal that should be transformed into the
modem one.
67

68

CHAPTER-8

CONCLUSION

69

CONCLUSION
The findings in this research have showed that it is essential to have an effective Performance
Appraisal system. The system should be free from bias so that employees are afforded the
chance to get a fair appraisal. It shows that if appraisals are not fair, then an employee would
not be aware of their true performance level. This could affect their opportunity for
advancement in their jobs in the future. It can also affect employees moral as good appraisal
results motivate employees to work even harder. Therefore, inaccurate ratings results in
frustrated employees, inappropriate rewards and punishment.

70

CHAPTER-9

QUESTIONNAIRE

QUESTIONNAIRE

Name:

Contact No: --------------------71

1. Since how many years you have been working in ThinkNEXT Technologies
Pvt. Limited Mohali ?
a) Less than one year

b) 1 2 years

c) 2 3 years

d) More than 3 years

2. Does the system provide you a chance to communicate the support you need from
your subordinate to perform the job well.
a) Yes

b) No

3. Which appraisal system is being employed in the company?

a) Assessment centre

b) MBO

c) BARS
d)

360

degree

feedback

e)Balance

scorecard

4 What is the timing of Appraisals followed by ThinkNEXT Technologies Limited ?

a. Monthly

b. Quarterly

d. Annual

e. Anytime

c. Half Yearly

5 What do you think is the effect of a poor appraisal system ?

a.

De-motivation

b.

Retention
72

c. Ineffective teamwork

6. Are employee's comments and suggestions taken into consideration before the
appraisal?
a. Yes

b .No

7. Who conducts the performance appraisal?

a. Immediate supervisor

b. Peer appraisal

d. Self-rating

e. Appraisal by subordinates

c. Rating committees

8. Is the performance Appraisal successful in giving a clear understanding of the

appraisee's job to both appraiser and appraise?
a. Yes

b. No

9. Are the standards on the basis of which the performance appraisal is carried out
communicated to the employees beforehand?
a. Yes

b. No

10. Does the company give an opportunity to the appraisee to rate his own
performance?
73

a. Yes

b. No

11. Do you act upon the results of your performance appraisal?

a. Yes

b. No

12. Are you fully satisfied by ThinkNEXT Technologies performance appraisal

system ?
a. Strongly agree

b. Agree

c. Neutral

d. Strongly disagree

e. Disagree

BIBLIOGRAPHY

74

BOOKS

Human resource management - Aswathappa

Human resource management -V. S. Rao
Human resource management - Gary dessler
Personnel management- C.B.mamoria

Evaluating management training and development- B.R.virmani premila Seth

Strategic human resource management -Srinivas.R.Kandula

INTERNET
WEBSITES:
www.Google.com
www.yahoo.com

75