INTERNSHIP REPORT

A STUDY ON PERFORMANCE MANAGEMENT SYSTEM

AT RR ENTERPRISES

SUBMITTED IN PARTIAL FULFILLMENT OF THE DEGREE OF

“MASTER OF BUSINESS ADMINISTRATION”
BY
KOMAL KUMARI
MBA (HRM)
ROLL NO: 2000721
SESSION:2021-23
UNDER THE GUIDANCE OF
DR. NEELIKA ARORA

CENTRAL UNIVERSITY OF JAMMU

MBA PROGRAMME

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

CENTRAL UNIVERSITY OF JAMMU, JAMMU & KASHMIR

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 DECLARATION

I hereby declare that the project report on “Performance Management System”

has been undertaken by me for the award of Master of Business Administration
degree.
I have completed this study under the guidance of Dr. Neelika Arora.
The preparation of the project report is based on my personal findings, several
visits of websites. This report has not been previously submitted in any form to
any Institute/University. The contents provided are true to the best of my
knowledge and belief.

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 CERTIFICATE

This is to certify that the Performance Management System report submitted by

Komal Kumari is a record of work done by him during the year 2023 under my
guidance and supervision for the partial fulfilment of the requirements of
Master of Business Administration degree.

Supervision
Dr. Neelika Arora
Department of HRM & OB
Central University of Jammu

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 ACKNOWLEDGEMENT

I am indebted to all the people who helped me accomplish this “Performance

Management System” Training successfully.

Internship provides best opportunity for students to use their

education/theoretical knowledge and learn practical knowledge in and of the
field.

First, I thank the HOD Prof. Jaya Bhasin for the facilities that they provided me
to accomplish this internship. I am extremely grateful to my department staff
member and friends who helped me in successful completion of this internship.

I thank Dr. Neelika Arora for her support and guidance during my training. I
remember her with much gratitude for her patience and motivation.

I wish to express my sincere thanks to my corporate mentor, Miss Preeti, HR

Consultant, for giving me an opportunity to work under his guidance and
successfully complete my training.

KOMAL KUMARI
2000721

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 SYNOPSIS

PRIMARY OBJECTIVE OF THE STUDY

 To study and find out how does the organization work as a whole
in achieving the goal and how does departments coordinate for
manage their performance.
 To look into and finding the key works that makes the whole
process work in functional and attainable way.

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 Table of Content

Chapter Page
No. TABLE OF CONTENT No.

Declaration

Certificate

Acknowledgement

Synopsis
1 7-9
INTRODUCTION TO THE SUBJECT
2 10-12
RESEARCH METHODOLOGY
3 13-16
REVIEW OF LITERATURE
4 17-17
COMPANY PROFILES
5 16-30
DATA INTERPRETATION & ANALYSIS
6 31-33
FINDINGS, SUGGESSIONS & CONCLUSION
7 34-37
REFERENCES/BIBLIOGRAPHY/QUESTIONNAIRE

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 INTRODUCTION

Performance management is an ongoing process of communication between a

supervisor and an employee that occurs throughout the year, for the purpose of
accomplishing the strategic objectives of the organization. Clarifying
expectations, establishing goals, establishing targets, giving feedback, and
reviewing outcomes are all parts of the communication process.
According to Lockett (1992), Performance Management strives to create people
with the necessary dedication and skills for working toward the common,
meaningful goals within an organizational framework.
Performance management frameworks are created with the aim of enhancing
both individual and organizational performance through the identification of
performance requirements, regular feedback, and assistance with career
development for the staff members.

SIGNIFICANCE OF PERFORMANCE MANAGEMENT

The study will help the organization about knowing each employee’s strengths,
weaknesses and any other

The study will help the organization about knowing each employee’s
strengths, weaknesses and any oth study will help to create awareness
among employees and employees will be working according to the standards
and beyond that. The important part of study is to reveal what employees think
about the performance management system of the company.
Study will help to find out improvements required in the current performance
management system and also would be helpful for deciding future strategies
of the company for performance appraisal. Training and development
program can be planned considering the feedback given by the employees
during this project.

According to 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
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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. Its focus is on enabling goal clarity for making people do the right
things at the right time. It may be said that the main objective of a performance
management system is to achieve the capacity of the employees to the full
potential in favour of both the employee and the organization, by defining the
expectations in terms of roles, responsibilities, and accountabilities, required
competencies and the expected behaviours.

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The main goal of performance management is to ensure that the

organization as a system and its subsystems work together in an integrated
fashion for accomplishing optimum results or outcomes.

Objectives of Performance Management

To enable the employees towards achievement of superior standards of work

performance.
 To help the employees in identifying the knowledge and skills
required for performing the job
To enable the employees towards achievement of superior standards of work
performance.
 To help the employees in identifying the knowledge and skills
required for performing the job
 To enable the employees towards achievement of superior standards of
work performance.
 To help the employees in identifying the knowledge and skills
required for performing the job

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To enable the employees towards achievement of superior standards of work
performance. To help the employee in identifying the knowledge and skills
required for performing the job efficiently as this would drive their focus
towards performing the right task in the right way.

 Boosting the performance of the employees by encouraging employee

empowerment, motivation and
Boosting the performance of the employees by encouraging employee
empowerment, motivation, and the implementation of an effective reward
mechanism.

 Promoting a two-way system of communication between the

supervisors and the employees for
Promoting a two-way system of communication between the supervisors and
the employees for clarifying expectations about the roles and accountabilities,
communicating the functional and organizational goals, providing a regular
and transparent feedback for improving employee performance and
continuous coaching.

 Identifying the barriers to effective performance and resolving

those barriers through constant
Identifying the barriers to effective performance and resolving those barriers
through constant monitoring, coaching and development interventions.

 Creating a basis for several administrative decisions i.e. strategic

planning, succession planning,
Some of the key concerns of a performance management system in an
organization are:

 Concerned with the output (the results achieved), outcomes, processes

required for reaching the results
 Concerned with the output, outcomes, processes required for reaching the
results and the inputs (knowledge, skills, and attitudes).

o Concerned with measurement of results and review of progress in

the achievement of set targets.

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 o Concerned with defining business plans in advance for shaping a
successful future.
o Striving for continuous improvement and continuous development
by creating a learning culture and
 Concerned with measurements of results and review of progress in the
achievement of set targets.

 Concerned with defining business plans for shaping a successful future.

 Striving for continuous improvement and continuous development by

creating a learning culture and an open system.

Research Methodology

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INTRODUCTION

Performance Management is an integrated activity that constitutes goal

setting of the organization and development of workforce. Performance
Management activity is concerned not only with the performance of workforce
but is also concerned with the overall performance of the organization. It
includes thinking through facets of employees performance, identifying critical
issues in performance management planning reviewing and improving
performance of workforce.

SELECTION OF THE TOPIC

In India Performance Management is a new topic. The researcher is

mainly interested in studying the practicability of performance management
system as a tool in HR system, a researcher mainly focuses on performance
management and performance appraisal and its impact on employment,
efficiency, quality
improvement, quality of work life

OBJECTIVES OF THE STUDY

 To understand the performance management system in R R Enterprises.

 To understand performance management as a tool for improving
performance.
 To study employees’ view toward new appraisal system and their
suggestion.
 To study the effectiveness of the new system as compared to the earlier
system.
 To study the process and methods of existing performance management
systems.
 To identify the effect of performance reviews techniques on the
employees’ performance.

THE STUDY'S HYPOTHESES

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For the current study, the researcher has put up the following hypothesis.
1. The performance rating system greatly benefits from self-evaluation.
2. Performance reviews leave one feeling uneasy
3. The Performance Management System's recommended technique is self-
appraisal.

THEORY OF RESEARCH FOR THE STUDY

SAMPLING TECHNIQUE

The sampling technique is crucial to any research strategy. Sampling will serve
as the foundation for attention. Knowing who or what is depicted by the dates is
required to draw calculations and generalizations. In this study, respondents
from all cosmological units are more trustworthy.

SIMPLE RANDOM SAMPLING:

Simple random sampling refers to the sampling technique in which each item of the
population is given equal chance of being included in the sample. Random sampling is
sometimes referred to as REPRESENTATIVE SAMPLING. If the sample is chosen at
random and if the sample is sufficiently large, it will represent all groups in the population. A
random sample is also known as PROBABILITY SAMPLE because every item of the
population has equal opportunity of being selected in the sample.

DATA COLLECTION

Tools of data collection are very important as these help as guiding posts to the
study and at the same time eliminate wasteful expenditure of time and
concurring in the study. Methodology adopted here in process of project work
consists of primary as well as secondary data.

1 PRIMARY METHOD

Principal Method With the aid of an interview schedule and discussions with
esteemed company executives, the study's primary data were gathered.

a) The interview timetable.

The student researcher created a structured interview schedule. Using the
interview schedule, the researcher conducted interviews with respondents
and gathered the necessary data.
b) A discussion with influential businesspeople

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 The student researcher talked about the numerous programs that will be
run by them to develop human potential, efficiency, etc. with HR Vice-
President, manager, and officers.

2 SECONDARY METHOD

Secondary Information: Referred to for secondary data files were the HR

department's personnel reports, paperwork, etc. Additionally, the theory was
gathered from books and tests.
It consists of data that has already been acquired for another reason but is
already present elsewhere.
Following are the two categories of secondary sources: Internal sources:

 Annual Report
 Appraisal documents
 A company memento

Outside resources

Secondary data from external sources is produced by sources not affiliated with
the organization. The secondary data was gathered through case studies,
journals, newspapers, books, websites, magazines, and any other pertinent
services as well as published and unpublished material on the subject.

ANALYSIS OF DATA

Data were given codes after collecting, and a master sheet was subsequently
created. Data tabulation and graphic representation were completed after
preparing the master sheet.

IMPORTANCE OF STUDY

The study would assist the company in knowing each employee's strengths,
limitations, and any other factors affecting the workplace. According to the
standard-setting programs and beyond, research would aid in raising awareness
among employees and employers. Finding out what employees think about the
company's performance management system is an important aspect of the study.
By considering the feedback provided by the employees during this study, the
company can plan its future strategies for performance appraisal, training, and
development programs, which will help identify improvements that need to be
made to the current performance management system.
facets of employees’ performance, identifying critical issues in performance
management, planning, reviewing

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 Review of Literature

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.

Beer and Ruh (1976). The concept of performance management has

contributed a lot in the development Human Resource Management in the
recent years.

Lebas, (1995), Performance measurement is an essential part of the

performance management. By measuring, people transform complex reality into
simplified numerical concepts that can be easily communicated and acted
upon . According to Lebas, the simplification of reality by measuring is the
prerequisite of successful management. Similarly, Bititci et al. 1997 argue that
performance measurement is at the heart of performance management
processes, and it is of critical importance to the effective and efficient
functioning of performance

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management.

Bititci, Carrie & McDevitt, (1997), Define Performance management as a

‘process by which the company manages its performance in line with its
corporate and functional strategies and objectives’. This definition is often used
in management research studies. According to Bititci, Carrie & McDevitt, it is
the objective of that process to provide an integrated control system, where the
corporate and functional strategies are deployed to all business processes,
activities, tasks and personnel, and feedback is obtained through the
performance measurement system to enable appropriate management decisions.
The ultimate purpose of that process is to improve company performance.

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. Performance
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management systems directly influence five critical organizational
outcomes: financial performance, productivity, product or service quality,
customer satisfaction and employee job satisfaction. When performance
management systems are flexible and linked to strategic goals, organizations are
more likely to see improvement in the five critical areas: team objectives,
non-manager training, appraiser accountability and links to quality
management are the specific practices most strongly associated with
positive outcomes.

According to Armstrong and Baron (1998), Performance Management is both

a strategic and an integrated approach for delivering successful results in
organizations by improving the performance and developing the capabilities of
teams and individuals. Performance Management is an integrated activity that
constitutes goal setting of the organization and the development of workforce.
Performance Management activity is concerned not only with the performance
of
workforce but also concerned with the overall performance of the organization.
It includes thinking through facets of employees performance, identifying
critical issues in performance management, planning reviewing and improving
performance of workforce.

facets of employees’ performance, identifying critical issues in performance

management, planning, reviewing
The present study has examined the current Performance Management
system of selected manufacturing organizations situated in Pune. The present
study has highlighted the perceptions of HR professionals about Performance
Management and has also focused on the psychological barriers in the
performance management system.
Performance management is the current buzzword and is the need of the
current times of cut-throat competition and organizational battle for
leadership. Performance management is quite broad and a complicated
function of HR, as it encompasses activities such as joint goal setting,
continuous progress review and frequent communication, feedback and
coaching for improved performance, implementation of employee development
programmes and achievements of rewarding.

Performance management can be regarded as a systematic process by which the

overall performance of an organization can be improved by raising the
performance of individuals within a team framework. It is a means for
promoting superior performance by communicating expectations, defining roles
within a required competence framework, and establishing achievable
benchmarks.

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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 individuals employees
contribution to achievement of organizational goals.

According to Brumbrach (1988, cited in Armstrong, 2000), Performance can

be actions as well as their consequences. Behaviors originate from a performer
and convert performance from a concept to an act. Not just the instrument for
results, behaviours are also outcomes in their own right – the product of mental
and physical effort applied to tasks – and can be judged apart from the results.

Bratton & Gold (2005), Performance management system is a systematic

attempt to link organisational strategy to that of employees through the
integration of activities that assess, appraise, develop and reward employees.

Noe et al (2006). Performance management is "the process through which

managers ensure that employees' activities and outputs are congruent with the
organisation's goals".

Armstrong (2006), Performance management is a systematic process of

improving organizational performance by developing performance of an
individual or a team. In wider sense getting better result from an individual or a
team or from an organization by managing and understanding performance
within

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. Public sector business organizations that
strive to deliver quality services at competitive prices are those that
embrace various performance review practices to assess their employee
performance and motivate them with incentives.

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Catherine Jablonsky (2010), Performance management requires a
manager to decide which metric is effectively followed by key process also
he should keep in mind how to Plan, Monitor, Act, Review, and also how to
adjust target by changing business or operational conditions.

Ketter (2010), Advocated the performance management arguing that a middle

manager should execute the business strategies and motivate employees to
attain aspired goals with the usage of performance management. To understand
more about performance management, it is essential to know performance
management cycle and performance management matrix.

25 an agreed framework of planned goals and standards and competence

required for it”.
Performance management is a process that provides feedback,
accountability, and documentation for performance outcomes. It helps
employees to channel their talents toward organizational goals.

To enables the management of employees, departments, and organizations to

ensure that goals and objectives are being reached efficiently and effectively.
Performance management involves defining what effective performance
looks like and developing the tools and procedures necessary to measure
performance.

Performance management is an ongoing process of communication between a

supervisor and an employee that occurs throughout the year, in support of
accomplishing the strategic objectives of the organization. The
communication process includes clarifying expectations, setting objectives,
identifying goals, providing feedback, and reviewing results.

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.

22

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Gary Dessler & Biju Varkkey, performance management is the
continuous process of identifying, measuring, and developing the performance
of individuals and teams and aligning their performance with the goals of an
organization.

Weiss & Hartle, Performance management is a process for establishing a

shared understanding about what is to be achieved and an approach to managing
people, that increases the probability of achieving success.

Halifax, Performance management system ensures excellent leadership and

high quality of coaching, and it goes a long way to mentor relationship among
different managers and teams. Managing performance is about coaching,
guiding, motivating, and rewarding colleagues to help in building their potential
and in improving organisational performance.

Scottish parliament, Further state that Performance management is planned

to ensure that our action is guided by our values and is relevant to the
principle of the organisation.

Company Profiles

RR Enterprises This is the consultancy company at Gurgaon since five to six

years old.
RR enterprises deals in consultant in HR.
We are recruitment and development company that recruit for our agent for
insurance profiles.
We offer you professional services with a focus on Executive Search, Expert
Recruitment, and HR Consulting.
Do you need reliable and responsible leaders for managerial positions? Are you
looking for a key person who will bring a new direction, vision, and goals to
your company? In that case, please contact us.
R and R Enterprises has been providing professional headhunting and executive
search services for several years. If you’re looking for the right people for
managerial positions, you’re in the right place.
Our goal is to provide your company with a proven and suitable candidate who
will not only fit perfectly into the team but will also take your business to a new
level, set the right processes in terms of management, and help your company
prosper.
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Expert recruitment does you want to strengthen your company with clever
talents in the field, but you do not know where and how to find them? If you
can’t give advice or don’t have the time or resources to choose the right expert
for your industry, our R and R Enterprises professionals are here to help!
We offer you a thorough selection of suitable candidates, qualified behavioural
interviews or searching through specialized business portals and databases,
which will be taken care of by our expert consultants.
As part of our activities, we offer you the services of a temporary employment
agency. A temporary employment agency is an excellent way to use human
resources efficiently without the need to increase your wage or staffing
capacity. We will make sure that the temporary assignment of employees takes
place quickly and according to your wishes.

DATA INTERPRETATION AND TABULATION

INTRODUCTION

On the completion of primary data collection, next step in the research process
is, data processing, tabulation, and interpretation of primary data. This is one of
the critical steps in the research process. After this step, next is drawing
conclusions and thinking over the possibility of generating of findings. In
the present study, processing of data involves concentrating, recasting and
dealing with primary data with the aim of making it amenable to analysis. this
chapter the researcher has analysed the primary data collected from employees
of the selected organisations.

The primary data collected through the questionnaire, which highlights the
perceptions and opinions of the employees regarding nature, process, issues and
effectiveness of the performance management system. The question is divided
into some parts. Part A deals with the profile of selected employees, that is,
gender, age, designation, years of work experience etc. some part of the
questionnaire, which are included pertaining to the technique, element,
determinants etc., of performance management system. In some part
questions are included referring to the linkage between performance

19
management system and performance-based pay, requirement of performance
appraisal etc.
In some part of the questionnaire, questions are included regarding the process
of performance management.
In some part of the questionnaire, the questions are included regarding the
various issues arising in the performance management system. In some part of
the questionnaires employees are asked questions with a view of understanding
their perceptions and opinions about the effectiveness of the performance
management system and methods used in the evaluation.

In the following tables researcher has presented the collected primary data in a
table format.

Demographic Details

Table 1. Gender Wise Distribution of Respondents

Sr. Gender No. of Percentage

No. respondents
1. Male 33 66%
2. Female 20 34%
Total 53 100%

Figure 1. Gender Wise Distribution of Respondents

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Interpretation:

As per the collected primary data, there are 66% female respondents and 34%
male respondents.

Table 2. Age Wise Distribution of Respondents (Years)

Sr. No. Age Group No. of Percentage

Respondents
1 18 Y to 25 Y 34 65.4%
2 25 Y to 35 Y 14 26.9%
3 Above 35 Y 4 7.7%
Total 52 100%

Figure 2. Age Wise Distribution of Respondents (Years)

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Interpretation

The above table shows that, majority of respondents (employee) 65.4% belongs
to the age group of 18 Y to 25 Y. 26.9% respondents are in the age group of 25
Y to 35 Y and 7.7% are in the age group of above 35 Years.
Nature of Performance Management System
With a view to understand the nature of performance management system
implemented in the selected, some questions have been included in the
questionnaire of the employees. In the following table the researcher has
emulated the primary information collected in this regard.

Table 3. Type of Operated formal performance management system

Sr. No. Options No. of Percentage

Respondents
1. Yes 47 90.6%
2. No 4 5.7%
3. May Be 2 3.8%
Total 53 100%

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Figure3. Type of Operated formal performance management system

Interpretation:

90.6% respondents has been response that in their organization operated a

formal performance management system. Only 3.8 % has response that they
can’t say about the operated performance mgt. system in their organization.

Table 4.Technique of performance management adopted in selected

organizations.

Sr. No. Techniques No. of Percentage

Respondents
1. Observations 18 34.0%
2. Assessment & 33 62.3%
Development
3. Checklist 2 3.8%
Total 53 100%

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Figure 4. Technique of performance management adopted in selected
organizations.

Interpretation:
This is a multiple answer question. As per the collected primary data, 34.0%
respondents have stated that observation technique has been implemented for
the performance management. 3.8% respondents stated that, checklist is
functioning in the organisation for the purpose of performance management;
62.3% respondents have stated that the techniques of assessment &
development have been adopted in their organisation and stop it shows that in
most of the departments of selected organisations, assessment & development
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 5. Challenging aspect performance management according to selected
organizations.

Sr. Challenges No. of Percentage

No. Respondents
1. Resistance 7 11.3%
2. Errors in rating & evaluation 29 56.6%
3. Lack of Competence 17 32.1%
Total 53 100%

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Figure 5. Challenging aspect performance management according to selected
organizations.

Interpretation:

There are multiple responses to the question in this regard to 56.6% respondents
have stated that, error in rating & evaluation in the work by the employees is
the main challenging aspect of performance mgt.

Table 6. Reasons for implementing performance management system in

different organizations.

Sr. No. Success Technique No. of Percentage

Respondents
1. Alignment of individuals goals to 24 45.3%
organizational goals
2. Choosing of right way of 29 54.7%
appraisal
3. Others 0 0%
Total 53 100%

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Figure 6. Reasons for implementing performance management system in
different organizations.

Interpretation:
In the context of the elements, 54.7% respondents have stated that, alignment of
individuals goals to organizational goals is a major element of performance
measurement system, and 45.3% have stated that choosing a right way of
appraisal is also a main element in the performance management of their
organisation. 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 organization.
Observation
16.6
Assessment and
development centre
6%
Self appraisal
93%
Sales

51
The following table indicates the various perceptions of respondents about the
performance management.

Table 7. Separated appraisal system for evaluating team in various

organizations.

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 Sr. No. Options No. of Percentage
Respondents
1. Yes 34 64.2%
2. No 11 20.8%
3. Maybe 7 15.1%
Total 53 100%

Figure 7. Separated appraisal system for evaluating team in various

organizations.

Interpretation:

64.2% of respondents has been respond that, in their organisation used

separated appraisal system for evaluating team. And 20.8% has been response
that in their organization they do not apply separated appraisal system.

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Table 8. No. of scheduling meeting for manage the employee performance.

Sr. No. of Meeting No. of Percentage

No. Respondents
1. One Time 2 3.8%
2. Two to three 21 39.6%
times
3. Four to five times 21 39.6%
4. More than five 9 17.0%
Total 53 100%

Figure 8. No. of scheduling meeting for manage the performance .

Interpretation:

39.6% respondents have been response that 2 to 3 three times meeting has been
conducted for discussion about employee performance in their organisation.
And 3.8% respondents have been responding that only one time meeting
conducted in their organization for evaluating employee performance.

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Table 9. Stages of performance mgt. that are communicating with employee.

Sr. No. Stage No. of Percentage

Respondents
1. Goal setting 19 35.8%
stage
2. Data 23 45.3%
gathering
stage
3. Annual 11 18.9%
Total 53 100%

Figure 9. Stages of performance mgt. that are communicating with employee.

Interpretation:

45.3% of respondents have been reply that data gathering stage apply at their
organization for communicating with employee. And 18.9% employee have
been replied that annual stage system used for communicating with employee at
their organization.

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Table 10. Strategy used by selected organization to make performance mgt.
more effective.

Sr. No. Strategy No. of Percentage

Respondents
1. Reward 16 30.2%
strategy
2. Teamwork 27 50.9%
3. Leadership 10 18.9%
strategy
Total 53 100%

Figure 10. Strategy used by selected organization to make performance mgt.

more effective.

Interpretation:

50.9% respondents have been responded that teamwork strategy used for linked
to the performance management system to make it more effective. And 18,9%
have been responded that leadership strategy has been used at their organization
for making performance mgt. more effective.

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Table 11. Respondents thought regarding achieving goal due to performance
management.

Sr. No. Respondents No. of Percentage

thought Respondents
1. Yes 42 73.6%
2. No 11 20.8%
3. May be 4 5.7%
Total 53 100%

Figure11. Respondents thought regarding achieving goal due to performance

management.

Interpretation:

73.6% of respondents have been responded that performance management

system helps people set and achieve meaningful goals. And only 5.7% of
respondents have been responded that they can’t say any statement regarding
this.

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Table 12. Respondents response for development of leadership & interpersonal
skills due to performance mgt.

Sr. No. Development of No. of Percentage

skills Respondents
1. Yes 42 79.2%
2. No 4 7.5%
3. May be 7 13.2%
Total 53 100%

Figure 12. Respondents response for development of leadership &

interpersonal skills due to performance mgt.

Interpretation:

79.2% of respondents have been responded that performance management helps

for developing the leadership and interpersonal skills of employee. And only
7.5% of respondents have been responded that it’s not necessary that
performance management would be helpful for developing leadership and
interpersonal skills.

32
 FINDINGS

1) It was found that 34% respondents were female, and 66% respondents
were male.

2) It was found that most respondents (employees) [36.7%] belonged to the

age group of 18 Y to 25 Y. 26.9% respondents were in the age group of
25 to 35 years and above and 7.7% were in the age group of above 35
years.

3) 90.6% respondents were responded that in their organization operated a

formal performance management system. Only 3.8 % has been responded
that they can’t say about the operated performance mgt. system in their
organization.

4) 50.9% of respondents had been responded that teamwork strategy used

for linked to the performance management system to make it more
effective. And 18.9% had been responded that leadership strategy has
been used at their organization for making performance mgt. more
effective.

5) 79.2% of respondents had been responded that performance management

helps for developing the leadership and interpersonal skills of employee.
And only 7.5% of respondents had been responded that it’s not necessary
that performance management would be helpful for developing leadership
and interpersonal skills.

6) 73.6% of respondents had been responded that performance management

system helps people set and achieve meaningful goals. And only 5.7% of
respondents had been responded that they can’t say any statement
regarding this.

7) 64.2% of respondents had been responded that, in their organisation used

separated appraisal system for evaluating team. And 20.8% has been
response that in their organization they do not apply separated appraisal
system.

33
 SUGGESTIONS

An important factor of any appraisal is feedback. Companies may provide it in

several ways.
It may be possible for a company to schedule an office time for its field
employees so that they can express views and suggest changes so that the
performance management system is as effective and transparent as possible.
A performance management system focuses on achieving goals by
implementing a variety of activities.

34
 CONCLUSION

The study's findings support the applied performance management system's

effectiveness and suitability for use at all organizational levels. It assists in
identifying the advantages and disadvantages of both the business and the
workforce, and it also aids in formulating future performance management
system regulations.
Employee satisfaction with the current performance management system was
also emphasized by this study, and it was decided that it should continue in the
upcoming years.

35
 BIBLIOGRAPHY

 Aguinis Herman, 2nd Edition. (2009), Performance Management, Pearson Education

New Delhi.
 Armstrong, M and Baron, A (1998) Performance Management: The new realities,
Institute of Personnel and Development, London.
 Smith, K (1996) Policing performance: the ethics of performance management,
Personnel Review, 25 (6), pp 66–84.
 Armstrong, M and Baron. A. (2005), Managing Performance: Performance
management in action, Chartered Institute of Personnel and Development, London
Guest.
 Brumbach, G B (1988) Some ideas, issues and predictions about performance
management, Public Personnel Management, Winter, pp 387–402.
 Bhatia S.K. (2007), Performance Management: Concepts, Practices and Strategies for
Organization Success, Deep & Deep New Delhi.
 Bourne, M., Neely, A., Mills, J., & Platts, K. (2003). Implementing performance
measurement systems: A literature review. International Journal of Business
Performance Management, 5(1), 1–24.
 Bititci, U. S., Carrie, A. S., & McDevitt, L. (1997). Integrated performance
measurement systems: A development guide. International Journal of Operations &
Production Management, 17(5), 522–534
 Bisbe, J., Batista-Foguet, J.-M., & Chenhall, R. H. (2007). Defining management
accounting constructs: A
 methodological note on the risks of conceptual misspecification. Accounting,
Organizations and Society, 32(7-8), 789–820.
 P. Subba Rao. (2011), Personnel and Human Resource Management, Himalaya
Publishing House.

WEBSITE

 http://www.halogensoftware.com/blog/a-simple-definition-of-performance-
managementand-why-everyone-plays-a-role (Performance management)
 http://www.investopedia.com/terms/p/performance-management.aspgemnt
 http://hrweb.berkeley.edu/guides/managing-hr/managing-successfully/performance-
management/concepts
 http://www.managementstudyguide.com/objectives-of-performance-management.htm
(Objectives of performance management)
 http://www.pittstate.edu/office/hr/policies-and-procedures/performance-management-
process-goals-and-objectives-instructions.dot (Goals of performance management)
 http://www.managementstudyguide.com/performance-management.htm
 www.worldatwork.org
 http://bankofinfo.com/definition-of-performance-appraisal/
 https://en.wikipedia.org/wiki/Performance_management

36
 RR
Enterprises

QUESTIONNAIRE

Performance Management System

Hello, thank you for participating in this survey question.

 This survey is for a research project; I am working on one of my projects at Central

University of Jammu.

 This question is based on "Performance Management System”.

 There are only 10 questions & should take you less than 10 min. to complete it.

 This question contains closed-ended questions.

 It is completely for educational purpose.

 I assure you that your personal details will be disclosed for whatsoever purpose other than
educational purposes.

Thank you, I really appreciate your help!

37
 Name:______________________________________________________

Gender:
Female Male

Age:
18-25 25-35 35 above

Your Education:
Graduation Post-graduation PhD

Your Occupation:______________________________________________

1. Does your organization operate a formal performance management system?

a. Yes
b. No
c. May be.

2. What are the techniques that used in your organizations for assessing performance?

a. Observation
b. Assessment & Development
c. Checklist.

3. According to you what is the most challenging aspect according to you.

a. Lack of competence
b. Errors in rating & evaluation
c. Resistance

4. Success of Performance Management System depends on-

a. Alignment of individuals goals to organizational goals

b. Choosing the right method of appraisal

5. Do you have a separate appraisal system for evaluating team?

a. Yes
b. No
c. May be

6. How many meetings are scheduled in a year to discuss employee performance?

38
 a. One time
b. Two to Three time
c. Four to Five time
d. More than Five time

7. What are the stages of performance mgt. that you are communicated with your
employee?

a. Goal setting stage

b. Data gathering stage.
c. Annual

8. What are the strategy of your organization have been linked to the performance
management system to make it more effective?

a. Reward strategy
b. Teamwork
c. Leadership strategy

9. Do you think performance management system helps people set and achieve
meaningful goals?

a. Yes
b. No
c. May be.

10. Do you think your leadership and international skills are developed due to the performance
management system?

a. Yes
b. No
c. May be.

Any Suggestions---------------------------------------------------------------------

Thankyou for spending your precious time!

39