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A STUDY ON EMPLOYEES EXPECTATIONS ON PERFORMANCE APPRAISAL AT

GRT REGENCY

ABOUT THE STUDY

A performance appraisal, employee appraisal, performance review, or (career) development

discussion is a method by which the job performance of an employee is evaluated (generally

in terms of quality, quantity, cost, and time)typically by the corresponding manager or

supervisor performance appraisal is apart of guiding and managing career

development. It is the process of obtaining, analyzing, and recording information

about the relative worth of an employee to the organization. Performance appraisal is

an analysis of an employee's recent successes and failures, personal strengths and

weaknesses, and suitability for promotion or further training. It is also the judgment of an

employee's performance in a job based on considerations other than productivity alone.

Importance of Performance Appraisal

Performance appraisals provide employees and managers with opportunities to discuss

areas in which employees excel and those in which employees need improvement. Performance

appraisals should be conducted on a regular basis, and they need not be directly attached to

promotion opportunities.

Personal Attention

During a performance appraisal review, a supervisor and an employee discuss the employee's

strengths and weaknesses. This gives the employee individual face time with the supervisor and

a chance to address personal concerns.

Feedback

Employees need to know when their job duties are being fulfilled and when there are issues with

their work performance. Managers should schedule this communication on a regular basis.

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Career Path

Performance appraisals allow employees and supervisors to discuss goals that must be met to

advance within the company. This can include identifying skills that must be acquired, areas in

which one must improve, and educational courses that must be completed.

Employee Accountability

When employees know there will be regularly scheduled evaluations, they realize that they are

accountable for their job performance.

Communicate Divisional and Company Goals

Besides communicating employees' individual goals, employee appraisals provide the

opportunity for managers to explain organizational goals and the ways in which employees can

participate in the achievement of those goals.

Process of Performance Appraisal

ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the setting up of the standards this step

requires setting the criteria to judge the performance of the employees as successful or

unsuccessful and the degrees of their contribution to the organizational goals and objectives.

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the standards to all the

employees of the organization. The employees should be informed and the standards should be

clearly explained to them. This will help them to understand their roles and to know what exactly

is expected from them.

MEASURING THE ACTUAL PERFORMANCE

It is a continuous process which involves monitoring the performance throughout the year. This

stage requires the careful selection of the appropriate techniques of measurement, taking care

that personal bias does not affect the outcome of the process and providing assistance rather than

interfering in an employees work.

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COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

The actual performance is compared with the desired or the standard performance. The

comparison tells the deviations in the performance of the employees from the standards set. It

includes recalling, evaluating and analysis of data related to the employees’ performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees on one-to-one basis.

The focus of this discussion is on communication and listening.

DECISION MAKING

The last step of the process is to take decisions which can be taken either to improve the

performance of the employees, take the required corrective actions, or the related HR decisions.

Traditional Performance Appraisal

The history of performance appraisal is quite brief. Its roots in the early 20th century can

be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the

same may be said about almost everything in the field of modern human resources management.

During the First World War, appraisals concept was adopted by US army which was in the form

of merit rating. It was man-to-man rating system for evaluation of military personnel. From the

army this concept entered the business field and was restricted to hourly-paid workers. During

1920s, relational wage structures for hourly - paid workers were adopted in industrial units and

each worker was used to be rated in comparison to other for determining wages rates. This

system was called merit rating.

The process was firmly linked to material outcomes. If an employee's performance was

found to be less than ideal, a cut in pay would follow. On the other hand, if their performance

was better than the supervisor expected, a pay rise was in order.

Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt

that a cut in pay, or a rise, should provide the only required impetus for an employee to either

improve or continue to perform well. Sometimes this basic system succeeded in getting the

results that were intended; but more often than not, it failed.

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For example, early motivational researchers were aware that different people with

roughly equal work abilities could be paid the same amount of money and yet have quite

different levels of motivation and performance. These observations were confirmed in empirical

studies. Pay rates were important, yes; but they were not the only element that had an impact on

employee performance. It was found that other issues, such as morale and self-esteem, could also

have a major influence.

As a result, the traditional emphasis on reward outcomes was progressively rejected. In

the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and

development was gradually recognized. The general model of performance appraisal, as it is

known today, began from that time.

Modern Appraisal

Performance appraisal may be defined as a structured formal interaction between a

subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-

annual), in which the work performance of the subordinate is examined and discussed, with a

view to identifying weaknesses and strengths as well as opportunities for improvement and skills

development.

In many organizations - but not all - appraisal results are used, either directly or indirectly, to

help determine reward outcomes. That is, the appraisal results are used to identify the better

performing employees who should get the majority of available merit pay increases, bonuses,

and promotions.

By the same token, appraisal results are used to identify the poorer performers who may

require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay.

(Organizations need to be aware of laws in their country that might restrict their capacity to

dismiss employees or decrease pay.) Whether this is an appropriate use of performance appraisal

- the assignment and justification of rewards and penalties - is a very uncertain and contentious

matter.

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360 Degree Performance Appraisals

360 degree feedback , also known as 'multi-rater feedback', is the most comprehensive appraisal

where the feedback about the employees’ performance comes from al l the

s o u r c e s t h a t c o m e i n c o n t a c t w i t h t h e e m p l o y e e o n h i s j o b . 360 degree

respondents for an employee can be his/her peers, managers (i.e. superior),

subordinates, team members, customers, suppliers/ vendors - anyone who comes into

contact with the employee and can provide valuable insights and information or

feedback regarding the "on-the-job" performance of the employee. 360 degree appraisal has four

integral components :

1) Self Appraisal

2) Superior’s Appraisal

3) Subordinate Appraisal

4) Peer Appraisal

Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses,

his achievements , and judge his own performance.

Superior’s appraisal forms the t radi t ional par t of the 360 degree performance

appraisal where the employees’ responsibi l i t ies and actual performance is ra ted

by the superior .

Subordinates appraisal gives a chance to judge the employee on the

parameters l ike communication and motivating abilities, superior’s ability to delegate the

work, leadership qualities etc. Also known as internal customers, the correct feedback given by

peers can help to find employees’ abilities to work n a team, co-operation and sensitivity towards

others

360 degree performance appraisal is also a powerful developmental tool because when conducted

at regular intervals (say yearly) it helps to keep a track of the changes others’ perceptions about

the employees. A 360 degree appraisal is generally found more suitable for the managers as it

helps to assess their leadership and managing styles. This technique is being effectively used

across the globe for performance appraisals. Some of the organizations following it are Wipro,

Infosys, and Reliance Industries etc.

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COMPANY PROFILE

GRT Group

GRT Hotels & Resorts is promoted by G R Thanga Maligai, South India's leading jewelers. G.R.

Thanga Maligai, popularly known as GRT, has for over 4 decades been a treasure house of the

finest jewellery. Established in 1964 by Mr. G. Rajendran, GRT has since been at the forefront of

the jewellery industry in South India. His sons, Mr. Ananthapadmanabhan and Mr.

Radhakrishnan have taken up the mantle and followed in his footsteps.

With an elegant 12,000 sq ft showroom GRT Jewellers displays the widest and most beautiful

range of jewellery. The showroom consists of four floors dedicated to gold, an exclusive

diamond showroom which is a first in India, and one entire floor for silverware. With something

for everyone, GRT Jewellers caters to a wide variety of customers, many of whom come from

afar. GRT, having diversified into the hospitality industry, currently runs properties in Chennai,

Madurai, Pondicherry, Mamallapuram, Kanchipuram, Yercaud, Tuticorin, Salem and Vellore

offering a complete end to end hospitality solution for both business and leisure.

The Promise of More

To bring alive the GRT "promise of more", our corporate identity is formed by three

golden circles. They suggest infinity, fluidity, and a willingness to encompass change, while the

intensifying hues of gold symbolize the warmth that is the hallmark of GRT.

Most fine hospitality groups will provide you with impeccable service, luxurious

comfort, delicious cuisine, and a host of amenities to make your stay with them perfect. You

won't miss any of these at GRT. What will come as a pleasant surprise though, is a variety of

little touches that can't be billed, or advertised, or featured on a menu.

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The more we aim to please, the more you begin to expect of us. The more you expect of

us, the more we strive to make you happy. The thoughtful little gestures that make you feel truly

welcome. The unexpected little treats that come from viewing hospitality as more than a

business. What we've come to call - the promise of more.

GRT Academy

The GRT Hospitality Academy trains with a focus on producing multi tasking hospitality

professionals for the hotel industry. The Academy offers two programs – a one year proficiency

certificate in Hospitality Operations and a two year diploma program in Hospitality Operations.

These two programs are detached from commercial interests.

Both the programs have a strong accent on inculcating practical skills to the students, and

hence the program is structured in such a manner that the theory and practical orientation share

an equal space in the syllabus. This enables students to confidently start their career upon

completion of the course. The structured norm for every student to qualify and procure the

certificate is that he or she proves endurance and professional acumen by completing the one

year observation period at the hotels.

Besides the Academy’s involvement in the above programs, it is actively involved in

rolling out and assisting the group’s endeavour in creating undiluted professional training

platform for all its hotels. The detailed interventions of the Academy could be found evident in

the below snippets.

Hotel pre-opening orientation training is one of the training leads of the Academy. The

Academy offers a capsule training for MBAs who aspire to become hospitality professionals in

the Sales & Marketing division. This intervention has paved way for those aspirants to shape

themselves better for the ever demanding expectations of the industry. e – learning, being the

norm of learning of the day, the group has invested in this platform of learning methodology.

The Academy coordinates for the content development of the same.

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IRIS

Intensive Reinforcement of Inducted Supervisors. A three day program exclusively for

enabling supervisory how to deliver better at workplace and manage their new assignment. A

conglomerate of fifteen facilitators are involved to touch on different aspects of hospitality

supervision.

Capstone

A two day managerial development workshop which is filled with activity based

learning. This program acts as a catalyst in building good team spirit. A refreshing camp of two

days for managers to get back with vigour, enthusiasm and a different school of thought.

CII

The Academy also works in close quarters with Confederation of Indian Industry and was

instrumental in group’s procurement in the top ten employers for recognizing and providing

opportunities for rural youth. The award was given by Government of Tamil Nadu.

Alchemy

Bond to witness a new you, witness a new world incubated by you.

Alchemy is a team building endeavour orchestrated with an out bound training initiative.

The Academy located at T.Nagar, Chennai, is a place visited by the operational mangers from

the group’s hotels for the benefit of the students to get a real time experiential learning of the

hospitality world.

About GRT Regency Sameera

The latest addition to our fleet of luxury hotels, the GRT Regency Sameera in Vellore is a

compact, ultra-modern hotel, ideal for the discerning business and leisure traveler.

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Located on NH 46, the Chennai - Bangalore highway, it is well connected to major

business centers in South India including Pondicherry, Salem, Kanchipuram, Chennai and

Bangalore. The closest railway station is the busy Katpadi junction, just a few kilometres away.

The hotel is also within close proximity to Ranipet, Christian Medical College and the reputed

VIT.

Accomodation

This brand new hotel offers 50 well-appointed, air-conditioned rooms, 24 hour hot and cold

running water, high speed wi-fi internet connectivity, LCD TV, satellite transmission, tea/coffee

maker, mini-refrigerator, in room safe deposit locker, laundry and doctor on call.

Other facilities at the hotel include a contemporary business centre, boardroom, fitness

centre, travel desk and foreign exchange. Specially appointed rooms for women travellers are

also available.

Superior room

Comfortable, spacious and modern, our Superior Rooms come with either twin beds or a king

size one. The room tariff includes a complimentary buffet breakfast at our restaurant, Gingee.

Additional in-room facilities include an LCD television, coffee/tea maker and a minibar.

Deluxe room

Elegant and premium, our luxuriously appointed deluxe rooms come with a lavish king size

bed. The room tariff includes a complimentary buffet breakfast at our restaurant, Gingee.

Additional in-room facilities include wi-fi internet connectivity, LCD television, coffee maker,

bathtub, minibar and a safety deposit locker.

Wine and Dine

At GRT Regency you get to enjoy and experience the finest of Indian and Continental

cuisine. Serving a wide variety of vegetarian and non-vegetarian fares our restaurants give you

the best in dining in an entertaining ambience.

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Banquets

Offering the best in residential and non-residential banquet and conferencing facilities,

the GRT Regency Sameera comes with 3 fully-equipped banquet halls and seminar rooms, each

capable of seating 20 guests to 120 guests. In keeping with the GRT corporate credo of ‘The

Promise of More’, the hotel also provides a state of the art, completely furnished and equipped

boardroom, ideal for business presentations and meetings.

The GRT Regency Sameera is the perfect location to host interviews, seminars, weddings

and parties with our well-trained service staff and modern facilities such as wi-fi connectivity,

LCD projector, DVD/CD player and other conference facilities on demand.

Property Name Sq ft Theatre Style U ShapeClass

Room

Sameera 1026 125 30 30

Sameera 1 513 30 15 15

Sameera 2 513 30 15 15

Arcot 968 60 30 30

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Facilities

Disposable warm or chilled towel on arrival

Welcome drink served on arrival at the

reception

Wi-Fi enabled - complimentary

Round the clock room service

In-room Minibar

In-room safe deposit lockers

Laundry / Dry cleaning

Doctor on call

Fully equipped Business Centre

24-hour fax / email + Secretarial

Service

Currency Exchange

Travel Desk

24-hour coffee shop – NH-46

Espresso

Multi-cuisine restaurant – Gingee

3 Banquet Rooms + 1 Board

Room

Ample Car Parking

Iron box & Iron Board on request

Hair Dryer on request

Contact

GRT Regency Sameera

145, Green Circle, New By-pass Road

Vellore – 632 004.

Tamil Nadu, India

Phone: +91 416 2206466 ; Fax: +91 416 2206477

E-mail:[email protected]

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mailto:[email protected]

OBJECTIVES OF THE STUDY

To find out the expectation of the employees in GRT Regency on introducing

Performance Appraisal.

To know the method of Performance Appraisal system in which employees expecting.

To study the form of reward in which employees are interested.

To study the interest and involvement of an employee towards Performance Appraisal.

To get an insight into the relative importance of Performance Appraisal in GRT Regency.

SCOPE OF THE STUDY

Expectation of employees towards Performance Appraisal is studied to analyze whether the

employees are interested in evaluating their performance under the control of management, so

that it reflects job knowledge, quality and quantity of output, initiative, leadership abilities,

supervision and cooperation of an individual.

LIMITATIONS OF THE STUDY

Some of the workers are uneducated and illiterate, so the researcher had to spend a lot of

time in explaining the questionnaire.

Getting questionnaires filled from employees is too difficult. Because they were too busy

with the work.

It was very difficult to collect the data as the respondents were not very cooperative.

Due to lack of time the sample size was limited to 25 only.

The respondents out of fear constraint towards management were not willing to give

correct and frank information.

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REVIEW OF LITERATURE

The amount of research regarding the topic “Performance Appraisal” is so vast. The topic is

literally not new; it is as old as the formation of the organizations. Before the early 1980’s, majority of

theoretical studies emphasized on revamping the rating system within the organization. The actions were

a great thing to reduce the chaotic of employee’s performance appraisal (Feldman, 1981). With the

passage of the time the methods and rating system among the employees got enhanced and received an

immense appreciation and attentions of the managers.

Behavioral Observation Scale (BOS) is one of the best techniques utilized by the managers to arte

the employees. The dilemma was on the peak in the 1960s and 1970s. In the same period couple of new

innovated rating scales were introduced, which was Behaviorally Anchored Rating Scale (BARS) and the

Mixed Standard Scale (MSS). The innovations were dominant one which condensed the errors and

improved the observation skills from the performance appraisal practice. According to the research of

Arvey and Murphy (1998), there were hundreds of thousands of researches had been taken place between

the periods of 1950 to 1980, which merely focused on the different types of rating scales. Landy and Farr

(1980) reviewed and researched the methods of performance appraisal in totally a different manner, in

which they understand the rater and process in an organizational context. Other Performance appraisal

reports include the rater characteristics in their report like race, gender and likeability.

After the year 1980 the biasness among the performance appraisal system occurred outrageously

and appraisal had been granted on the favoritism or race and gender basis rather examined the knowledge,

skills and style of the work of the employee. The accuracy criteria among the performance appraisal

system clutched its grip in the start of the 1980s, where the researches were emphasized on common

psychometric biases which include the diversified rating errors like leniency, central tendency and halo,

which were termed as rating errors in the appraisal method. It has been observed that the bias free

appraisals were inevitably true or more precisely we can say more accurate, but the concept was totally

refused by the research of Hulin in 1982. According to them the biasfree appraisals were not necessarily

accurate (Murphy & Balzer, 1989).

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Researches which had been done in the year 1980 were found the most dominating one which

contributed the appraisal system in a great deal. The researches of the1980 also helped out to clarify some

presumed assumptions regarding the performance appraisal, just like the work of Murphy (1982).

Research has included the measure of employee attitudes towards the system of performance

appraisal and its acceptance (Roberts, 1990). Bernardian and Beatty (1984), suggested in their research

that behavioral and attitudinal kinds of measure ultimately prove to be better anticipator as compared with

the traditional psychometric variables, which we have declared earlier as well, like leniency, halo and

discriminability. A Performance Appraisal system is totally ineffective in practice due to the dearth of

approval from the end users (Roberts, 1990).

According to a number of researchers, the enhanced and upgraded performance appraisal

procedure and method will enhance the satisfaction level of the employees and definitely will improve the

process of goal setting within the organization.

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RESEARCH METHODOLOGY

The manipulation of things, concepts or symbols for the purpose of generalizing to

extend, correct or verify knowledge aids in construction of theory or in the practice of an art.

RESEARCH DESIGN

Research design is basic framework which provides guideline for the best of the research

purpose. In short research design is the plan structure and strategy of investigation conceived so

on to obtain answer to research question and to control variance.

The research design of this study is Descriptive research. The descriptive research studies are

those studies which are concerned with describing the characteristics of a particular individual,

or of a group. The studies concerned with specific predictions, with narration of facts &

characteristics concerning individual, group or situation are all examples of descriptive research

studies.

SOURCE OF DATA

PRIMARY DATA

Primary data is known as the data collected for the first time through field survey are

Questionnaire

Interview

SECONDARY DATA

Secondary data refers to the information or facts already collected are

Books

Periodicals or journals

Bibliographies

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SAMPLING

SAMPLE DESIGN

Sample unit

The sample unit consists of Hotel industry.

Sample size

The sample size for this study is 25.

Sampling area

The sampling area is Vellore.

Sampling Technique

Simple random technique was adopted for the analysis.

TOOLS USED

Percentage

Percentage = No. of respondents

× 100

Total No. of respondents

Tabulation

Table

Pictorial representation

Charts

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DATA ANALYSIS AND INTERPRETATION

Table 1: Gender

S NO GENDERNO. OF

RESPONDENTSPERCENTAGE

1 MALE 38 76

2 FEMALE 12 24

TOTAL 50 100

INTERPRETATION:

The above table reveals that 76% of the respondents are Male and 24% of the respondents are

Female.

Chart-1

Male Female0

10

20

30

40

50

60

70

80 76

24

Gender

Percen

tage

17

Table 2: Age group

S NO AGENO. OF


1 20-25 30 60

2 25-30 10 20

3 30 ABOVE 10 20

TOTAL 50 100

INTERPRETATION:

From the above table it is inferred that 60% of the respondents are in age group of 20-25, 20% of

the respondents are in age group of 25-30 and 20% of the respondents are in age group of above

30.

Chart-2

20-25 25-30 30 above0

10

20

30

40

50

60

7060

20 20

Age of the responents

Age

Percen

tage

18

Table 3: Performance Appraisal exist in the Organization

S NO OPTIONSNO. OF


1 YES 0 0

2 NO 50 100

TOTAL 50 100

INTERPRETATION:

From the above table it is inferred that 100% of respondents agreed no appraisal system currently

exist in the Organization.

Chart-3

Yes No0

20

40

60

80

100

120

0

100

Performance Appraisal exist in the Organization

Options

Percen

tage

19

Table 4: Performance Appraisal system is needed in the Organization.

S NO OPTIONSNO. OF


1 STRONGLY AGREE 28 56

2 AGREE 18 36

3 NEUTRAL 4 8

4 DISAGREE 0 0

5STRONGLY

DISAGREE0 0

TOTAL 50 100

INTERPRETATION:

From the above table it is inferred that 56% of the respondents strongly agreed and 36% of the

respondents are agreed that there is need Performance Appraisal in the Organization.

Chart-4

Strongly agree Agree Neutral Disagree Strongly disagree

0

10

20

30

40

50

60 56

36

80 0

Performance Appraisal system is needed in the Organiza-tion

Options

Percen

tage

20

Table 5: Your need of Performance Appraisal system.

S NO OPTIONSNO. OF


1PERSONAL

DEVELOPMENT18 36

2ORGANIZATIONAL

DEVELOPMENT10 20

3FEEDBACK ON

PERFORMANCE4 8

4 CAREER DEVELOPMENT 8 16

5 FINANCIAL REWARDS 4 8

6 ALL OF THE ABOVE 6 12

7 NONE OF THE ABOVE 0 0

TOTAL 50 100

INTERPRETATION:

The above table reveals that 36% of the respondents needs Self development ,20% needs Organizational

development,8% needs Feedback on performance ,16% needs Career development ,8% needs Financial

rewards, and 12% needs all.

Chart-5

21

Personal

Develo

pment

Organiza

tional Dev

elopmen

t

Feed

back on perf

orman

ce

Career

Develo

pment

Finan

cial re

wards

all of th

e above

none of th

e above

0

5

10

15

20

25

30

35

40 36

20

8

16

812

0

Need of Performance Appraisal system.

Options

Percen

tage

Table 6: Your expectations of Performance Appraisal system.

S NO OPTIONSNO. OF


1 PROPER GUIDANCE 8 16

2 TRAINING NEEDS 6 12

3DEVELOPMENT

NEEDS18 36

4 ALL THE ABOVE 18 36

5NONE OF THE

ABOVE0 0

TOTAL 50 100

INTERPRETATION:

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From the above table it is inferred that 16% of the respondents expects Proper guidance, 12% of

the respondents are expects Training, 36% of the respondents expects Development and 12% of

the respondents expects all.

Chart-6

Proper guidance

Training needs Development needs

All the above None of the above

05

10152025303540

1612

36 36

0

Expectations of Performance Appraisal system.

Options

Percen

tage

Table 7: Performance Appraisal is encourageable to be assessed

S NO OPTIONSNO. OF


1 SELF 18 36

2 SUPERIOR 24 48

3 CONSULTANT 2 4

4 ANY OF THESE 6 12

5 NONE OF THESE 0 0

TOTAL 50 100

INTERPRETATION:

23

From the above table it is inferred that 36% of the respondents interested in Self appraisal, 48%

of the respondents wants Superior to appraise, 4% of the respondents wants Consultant to

appraise, and 12% of the respondents agreed with any of these mentioned.

Chart-7

SELF SUPERIOR CONSULTANT ANY OF THESE NONE OF THESE

0

10

20

30

40

50

60

36

48

412

0

Performance Appraisal is encourageable to be assessed

Options

Percen

tage

Table 8: Specialized raters should evaluate the Performance.

S NO OPTIONSNO. OF



2 AGREE 30 60

3 NEUTRAL 0 0

4 DISAGREE 2 4

5STRONGLY

DISAGREE0 0

TOTAL 50 100

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INTERPRETATION:


respondents are agreed and 4% disagreed to evaluate their performance by a specialized raters.

Chart-8

Table 9: Clear and understandable criteria can be used to judge Performance.

S NO OPTIONSNO. OF



2 AGREE 14 28

3 NEUTRAL 4 8

4 DISAGREE 0 0

5STRONGLY

DISAGREE0 0

TOTAL 50 100

INTERPRETATION:

25

Strongly agree Agree Neutral Disagree Strongly disagree0

10203040506070

36

60

0 4 0

Evaluation of the Performance

Options

Percen

tage


respondents are agreed and 8% of the respondents says neutral on using clear and understandable

criteria in order to judge their performance.

Chart-9


010203040506070 64

28

80 0

Clear and understandable criteria can be used to judge Performance

Options

Percen

tage

Table 10: Employees able to monitor their Performance.

S NO OPTIONSNO. OF



2 AGREE 28 56

3 NEUTRAL 0 0

4 DISAGREE 0 0

5STRONGLY

DISAGREE0 0

TOTAL 50 100

INTERPRETATION:

26


respondents are agreed towards that the employees can monitor their own performance.

Chart-10


0

10

20

30

40

50

60

44

56

0 0 0

Employees able to monitor their Performance

Options

Percen

tage

Table 11: Employees are interested to involve in the Performance Appraisal system.

S NO OPTIONSNO. OF



2 AGREE 24 48

3 NEUTRAL 10 20

4 DISAGREE 2 4

5STRONGLY

DISAGREE0 0

TOTAL 50 100

INTERPRETATION:

27


respondents are agreed and 4% of the respondents disagreed that the employees are interested in

the appraisal system.

Chart-11


0

10

20

30

40

50

60

28

48

20

40

Employees are interested to involve in the Performance Appraisal system

Options

Percen

tage

Table 12: Performance Appraisal helps to win Co-operation and Team work

S NO OPTIONSNO. OF



2 AGREE 18 36

3 NEUTRAL 12 24

4 DISAGREE 0 0

5STRONGLY

DISAGREE0 0

TOTAL 50 100

INTERPRETATION:

28


respondents are agreed and 24% of the respondents says neutral towards Performance Appraisal

helps to win co-operation and team work.

Chart-12


05

1015202530354045 40

36

24

0 0

Performance Appraisal helps to win Co-operation and Team work

Options

Percen

tage

Table 13: Performance Appraisal is helpful in reducing grievance and misunderstanding

S NO OPTIONSNO. OF



2 AGREE 8 16

3 NEUTRAL 20 40

4 DISAGREE 12 24

5STRONGLY

DISAGREE0 0

TOTAL 50 100

INTERPRETATION:

29


respondents are agreed and 24% of the respondents disagreed that the appraisal of performance

helpful in reducing grievance and misunderstanding among them.

Chart-13


05

1015202530354045

2016

40

24

0

Performance Appraisal is helpful in reducing grievance and misunderstanding

Options

Percen

tage

Table 14: Performance Appraisal increases communication among employees

S NO OPTIONSNO. OF



2 AGREE 34 68

3 NEUTRAL 2 4

4 DISAGREE 2 4

5STRONGLY

DISAGREE0 0

TOTAL 50 100

INTERPRETATION:

30


respondents are agreed and 4% of the respondents disagreed that the performance appraisal

increase interpersonal relationship among them.

Chart-14


01020304050607080

24

68

4 4 0

Performance Appraisal increases communication among employees

Options

Percen

tage

Table 15: Performance Appraisal empowers to make decision.

S NO OPTIONSNO. OF



2 AGREE 36 72

3 NEUTRAL 2 4

4 DISAGREE 0 0

5STRONGLY

DISAGREE0 0

TOTAL 50 100

INTERPRETATION:

31

From the above table it is inferred that 24% of the respondents strongly agreed, 72% of the

respondents are agreed and 4% of the respondents says neutral towards the performance

appraisal empowers them to make decisions.

Chart-15


01020304050607080

24

72

4 0 0

Performance Appraisal empowers to make decision

Options

Percen

tage

Table 16: The method of Performance Appraisal system needed to be undertake.

S NO OPTIONSNO. OF


1 SELF APPRAISAL 8 16

2 180 DEGREE 0 0

3 360 DEGREE 24 48

4 TEAM APPRAISAL 14 28

5PERFORMANCE AND

POTENTIAL4 8

TOTAL 50 100

INTERPRETATION:

From the above table it is inferred that 16% of the respondents wants the method of self appraisal

to be carried out, 48% of the respondents wants 360 degree method of appraisal to be carried out,

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28% of the respondents wants team appraisal to be carried out , and 8% of the respondents wants

performance & potential method of appraisal to be carried out by the management.

Chart-16

0

10

20

30

40

50

60

16

0

48

28

8

The method of Performance Appraisal system needed to be undertake

Options

Percen

tage

Table 17: Reward is expected to be in the form

S NO OPTIONSNO. OF


1 PROMOTION 38 76

2 TRANSFER 2 4

3EMPLOYEE

DISCOUNT2 4

4 ALL OF THESE 8 16

5 NONE OF THESE 0 0

TOTAL 50 100

INTERPRETATION:

33

From the above table it is inferred that 76% of the respondents expects reward in the form of

promotion, 4% of the respondents expects reward in the form of transfer and 16% of the

respondents expects all kinds or reward for their better performance.

Chart-17

PROMOTION TRANSFER EMPLOYEE DISCOUNT

ALL OF THESE NONE OF THESE

01020304050607080 76

4 416

0

Expected reward

Options

Percen

tage

Table 18: Evaluation of Performance makes Employees under stress

S NO OPTIONSNO. OF



2 AGREE 22 44

3 NEUTRAL 6 12

4 DISAGREE 8 16

5STRONGLY

DISAGREE10 20

TOTAL 50 100

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INTERPRETATION:

From the above table it is inferred that 8% of the respondents strongly agreed, 44% of the

respondents agreed and 20% of the respondents strongly disagreed on evaluation of performance

makes them under stress.

Chart 18

STRONGLY AGREE

AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

0

10

20

30

40

50

8

44

1216

20

Evaluation of Performance makes Employees under stress

Options

Percen

tage

FINDINGS

76% of the respondents are Male and 24% of the respondents are Female.

60% of the respondents are in age group of 20-25, 20% of the respondents are in age

group of 25-30 and 20% of the respondents are in age group of above 30.

100% of respondents agreed no appraisal system currently exist in the Organization.

56% of the respondents strongly agreed and 36% of the respondents are agreed that there

is need Performance Appraisal in the Organization.

36% of the respondents needs Self development ,20% needs Organizational development,8%

needs Feedback on performance ,16% needs Career development ,8% needs Financial rewards.

16% of the respondents expects Proper guidance, 12% of the respondents are in need of

Training, 36% of the respondents are in the need of their Development.

36% of the respondents interested in Self appraisal, 48% of the respondents want

Superior to appraise and 4% of the respondents want Consultant to appraise them.

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36% of the respondents strongly agreed and 60% of the respondents are agreed and 4%

disagreed to evaluate their performance by specialized raters.

64% of the respondents strongly agreed and 8% of the respondents says neutral on using

clear & understandable criteria in order to judge their performance.

44% of the respondents strongly agreed and 56% of the respondents are agreed towards

the employees can monitor their own performance.

28% of the respondents strongly agreed and 4% of the respondents disagreed that the

employees are interested in the appraisal system.

40% of the respondents strongly agreed and 24% of the respondents says neutral towards

Performance Appraisal helps to win co-operation and team work.

20% of the respondents strongly agreed and 24% of the respondents disagreed that the

appraisal of performance helpful in reducing grievance & misunderstanding among them.

24% of the respondents strongly agreed , 4% of the respondents disagreed that the

performance appraisal increase interpersonal relationship among them.

24% of the respondents strongly agreed and 4% of the respondents says neutral towards

the performance appraisal empowers them to make decisions.

48% of the respondents wants 360 degree method of appraisal to be carried out and 8% of

the respondents wants performance & potential method of appraisal to be carried out by

the management.

76% of the respondents expects reward in the form of promotion and 16% of the

respondents expects all kinds of reward for their better performance.

8% of the respondents strongly agreed, 20% of the respondents strongly disagreed on

evaluation of performance makes them under stress.

SUGGESTIONS

Management may give awareness programme about Performance Appraisal to

employees.

The performance of an each employee can be evaluated by the management so that

individual’s hidden talent can be identified.

The Performance Appraisal can be implemented atleast twice in a year.

36

The consultant needs to be appointed to identify the personal feelings about the work

of an employee.

Based on the performance of employees certain rewards can be made by the

management.

CONCLUSION

Performance Appraisal is an essential tool for all the organization, since it records

the individual’s exact performance through standard evaluation process and helps them to

improve themselves in order to achieve organizational objective. Performance Appraisal

will also help to make correct decisions, ensuring legal compliance, minimizing job

dissatisfaction, employee turnover and ensuring consistency between organizational

strategy and behavior. So it is concluded that employees in GRT Regency are interested

to involve in the Performance Appraisal system.

A STUDY ON EMPLOYEES EXPECTATIONS ON PERFORMANCE APPRAISAL AT

GRT REGENCY

1) Name :

2) Gender : (a) Male (b) Female

3) Age group :

(a) 20-25 (b) 25-30 (c) 30 above

4) Designation :

5) Does Performance Appraisal exist in the Organization?

(a) Yes (b) No

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6) Performance Appraisal system is needed in the Organization.

(a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree

7) Your need of Performance Appraisal system.

(a) Personal Development

(b) Organizational Development

(c) Feedback on performance

(d) Career Development

(e) Financial rewards

(f) All the above

(g) None of the above

8) Your expectations of Performance Appraisal system.

(a) Proper guidance

(b) Training needs

(c) Development needs

(d) All the above

(e) None of the above

9) Performance Appraisal is encourageable to be assessed by

(a) Self (b)Superior (c) Consultant (d) Any of these (e) None of these

10) Specialized raters should evaluate the Performance.


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11) Clear and understandable criteria can be used to judge Performance.


12) Employees able to monitor their Performance.


13) Employees are interested to involve in the Performance Appraisal system.


14) Performance Appraisal helps to win Co-operation and Team work.


15) Performance Appraisal is helpful in reducing grievance and misunderstanding.


16) Performance Appraisal increases communication among employees.


17) Performance Appraisal empowers to make decision.


18) The method of Performance Appraisal system needed to be undertake.

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(a) Self Appraisal (b) 180 degree(single/narrow based) (c) 360 degree(multi rated)

(d) Team Appraisal (e) Performance & Potential

19) Reward is expected to be in the form of

(a) Promotion (b) Transfer (c) Employee Discount (d) All of these (e) None of these

20) Evaluation of Performance makes Employees under stress.


40

grt

Documents

employees performance

job performance

performance review

work performance

performance appraisal

employees strengths

employees expectations

employees individual