Performance Appraisal

A STUDY ON
“PERFORMANCE APPRAISAL”
AT
ASM TECHNOLOGIES LIMITED
Submitted in partial fulfillment of the requirements of the Bangalore University for the
award of degree
IN
MASTER IN BUSINESS ADMINISTRATION
Submitted by:
RAGITHA.R
REG NO. : A7A7510511
Under the guidance of

Mr. SAINATH
MADURAI KAMARAJ UNIVERSITY

DISTANCE EDUCATION STUDY CENTRE – BANGALORE
KORAMANGALA, V BLOCK, BANGALORE – 560 095
2008
STUDENT DECLARATION
I, Ms. Ragitha.R, Reg No. A7A7510511 hereby declare that the project work titled
“Performance Appraisal at ASM Technologies Limited”, Bangalore written and
submitted by me under the guidance of Mr. Sainath, Faculty, Madurai Kamaraj
University, is my original work and has not been submitted earlier either to Madurai
Kamaraj University or to any other University.
The report is for the fulfillment of the Master’s Degree in Business Administration
from Madurai Kamaraj University.
The matter in this report is based on the data collected by me at “ASM Technologies
Limited, Bangalore” under the guidance of Anitha Singan, Manager, Human
Resources.
Bangalore Ms.Ragitha.R
Date : Reg No. A7A7510511

Performance Appraisal
CERTIFICATE BY THE PROJECT GUIDE
This is to certify that the dissertation titled “Performance Appraisal at ASM
Technologies Limited” is based on an original study conducted by Ms. Ragitha.R,
Bangalore under my guidance in partial fulfillment of the requirements for the award of
Master’s Degree in Business Administration by Madurai Kamaraj University.
To the best of my knowledge and belief the matter presented in this report has not
formed a basis for the award of any degree/diploma by Madurai Kamaraj University or any
other institution.
Place : Bangalore Mr.SAINATH

Date: Professor
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ACKNOWLEDGEMENT
With the grace of Almighty and His Mercy, I have been able
to prepare this report.
I wish to take this opportunity to express my deep sense of
gratitude to Mr. Sainath, Professor, Madurai Kamaraj
University for his guidance in this endeavour.
I express my sincere thanks to Anitha Singan, Manager,
Human Resources for permitting me to carryout this research
out.
I am very grateful to the Authorities of ASM Technologies,
Bangalore for having given me the permission and
opportunity to carryout this work.
I express my sincere thanks to Prof. Desmond T.S. Fullinfaw,
Madurai Kamaraj University for his encouragement.

I also convey my sincere gratitude to the staffs of Madurai
Kamaraj University and all my friends and relatives for their
help extended to me during the course of my project.
Ms. RAGITHA.R
Reg. No. A7A7510511
LIST OF TABLES
Table No Title Page No

1 a. The age of the employee for both to Superior and Middle level 51
b. The year of service in ASM TECHNOLOGIES for top level 53
and middle level
2 a. Frequency of appraisal for top level 55
b. Frequency of appraisal for top level 57
3 a. Methods of conducting appraisal for Superiors 59
b. Methods of conducting appraisal for middle level 61
4 a. Consolidation during appraisal top level 63
b. Consolidation during appraisal middle level 65
5 a. Appraisal system successful in creating competition between 67
individuals-superiors
b. Appraisal system successful in creating competition between 69
individuals-superiors
6 a. Performance appraisal system successful units co- 71
operation/good working or team working superiors.
b. Performance appraisal system successful in its co- 73
operation/good working or team working –middle level
7 a. Performance appraisal system improves individual 75
performance-superiors
b. Performance appraisal system improves individual 77
performance-middle level.
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8 a. Minimizing difficulties through appraising system – superiors. 79
b. Minimizing difficulties through appraising system-Middle level 81
9 a. The part played by performance appraisal system in monitoring 83
the progress-Superiors
b. The part played by performance appraisal system in monitoring 85
the progress-Middle level
10 a. Consultation by the superior while conducting appraisal 87
b. Consultation by the superior while conducting appraisal-middle 89
level
11 a. Conducting performance appraisal for Superior 91

b. Conducting performance appraisal for middle level 93
12 a. Attending training program, after conducting performance 95
appraisal system-Superior
b. Attending training program, after conducting performance 97
appraisal system- Middle level
13 a. Getting feedback after every appraisal 99
b. Getting feedback after every appraisal 101
14 a. Difference of opinion while assessing the grade after conducting 103
appraisal.
b. Difference of opinion while assessing the grade after conducting 105
appraisal.
LIST OF GRAPHS
Table No Title Page
No
1 a. The age of the employee for both to Superior and Middle level 52
b. The year of service in ASM TECHNOLOGIES for top level 54
and middle level.
2 a. Frequency of appraisal for top level 56
b. Frequency of appraisal for top level 58
3 a. Methods of conducting appraisal for superiors 60
b. Methods of conducting appraisal for middle level 62
4 a. Consolidation during appraisal top level 64
b. Consolidation during appraisal middle level 66
5 a. Appraisal system successful in creating competition between 68
individuals-superiors.
b. Appraisal system successful in creating competition between 70
individual-middle level
6 a. Performance appraisal system successful in its co- 72
operation/good working or team working superiors.
b. Performance appraisal system successful in its co- 74
operation/good working or team working – middle level
7 a. Performance appraisal system improves individual performance 76
– superiors
b. Performance appraisal system improves individual performance 78
– middle level.
8 a. Minimizing difficulties through appraising system- Superiors 80
b. Minimizing difficulties through appraising system – Middle 82
level
9 a. The part played by performance appraisal system in monitoring 84
the progress – Superiors
b. The part played by performance appraisal system in monitoring 86
the progress- Middle level
10 a. Consultation by the superior while conducting appraisal 88
b. Consultation by the superior while conducting appraisal – 90
middle level
11 a. Conducting performance appraisal for Superior 92
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b. Conducting performance appraisal for middle level 94
12 a. Attending training program, after conducting performance 96
appraisal system – Superior
b. Attending training program, after conducting performance 98
appraisal system - Middle level
13 a. Getting feedback after every appraisal 100
b. Getting feedback after every appraisal 102
14 a. Difference of opinion while assessing the grade after conducting 104
appraisal
b. Difference of opinion while assessing the grade after 106

conducting appraisal
CONTENTS
CHAPTER NO. TITLE PAGE NO.

EXECUTIVE SUMMARY 1
1 INTRODUCTION 7
2 RESEARCH DESIGN 24-31
3  Brief Introduction 24
 Statement of the problem 25
 Objectives of the study 26
 Scope of the study 27
 Methodology 28
 Limitations of the study 29
 Chapter layout 30
4 REVIEW OF LITERATURE 32-33
5 COMPANY PROFILE 34-48
6 DATA ANALYSIS AND 51-106
INTERPRETATION
7 FINDINGS AND CONCLUSIONS 107-112
8 SUGGESTIONS/RECOMMENDATIONS 113
ANNEXURES
 BIBLIOGRAPHY 114
 QUESTIONNAIRE
EXECUTIVE SUMMARY
Appraising the performance of individuals, groups and organization is a common
practice of all societies while in some instances thus appraisal process are structured and
formally sanctioned. In other instances they are an informal and integral part of daily
activities. Thus teachers evaluate the performance of students, bankers evaluate the
performance of creditors and the same way. The organization members evaluate the
employees.
Performance appraisal is a one step resource that includes comprehensive, detailed
information on the latest state of the art Performance appraisal methods and techniques. It
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is a hands-on guide that bridges the gap between theory and practice with truly useful
information about designing and implementing appraisal processes and system.
Thus Performance appraisal system tackles the most critical issues which considers the
ongoing organizational change and offers practical research. Performance appraisal is the
critical evaluation of the various aspects of an individual like on the job, off the job skills
and his psychographic and socio graphic characteristics.
This study titled “Performance appraisal in ASM TECHNOLOGIES” focuses the
following aspects for the better understanding of the Performance appraisal of employees.
 To study the Performance appraisal system in ASM TECHNOLOGIES.
 The effect of Performance appraisal on employees (Supervisory and above).
 To analyse the effectiveness of Performance appraisal system in increasing the
productivity of the work force.
ASM Technologies Limited, established in 1992, is a pioneer in providing world Class
Consulting Services in Enterprise Solutions for the Packaged ERP Products). The
Company has been certified as a CMMI 3 Level Company.

ASM offers a broad spectrum of enterprise services such as configuration,
implementation, customization, end-user training and documentation, Post Implementation
Support & Maintenance across leading commercial off-the-shelf products like SAP, Oracle
Applications, PeopleSoft, JDEdwards and Microsoft Enterprise products
ASM has been providing consulting Services (Product Engineering, Development,
Product Support, Porting, Testing and Test Automation) to its Global Clientele in the
Embedded Software and System Software space.
The methodology used was basically undertaken research with a sample size of 40
employees through questionnaire, and also through interviews with some employees after a
detailed analysis the project has thrown light upon the following findings and suggestions.
FINDINGS AND CONCLUSION
FINDINGS:
The analysis derived from the study and the inference drawn in that there is difference
of opinion among the employees i.e., from the top level and from the middle level.
1) It was found that most of the employees are satisfied with the performance appraisal
method used by the organization
2) The system provides employees with an opportunity to receive feedback regarding
their performance, usually at least once a year and often on an interim basis during
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the year. This leads to reduced error and waste, increased productivity, improved
quality and service for customers, as well as enhanced employee motivation,
commitment, and a sense of ownership.
3) Performance appraisal purely depended on how well the project or product’s worth
in the market
4) Organisation goals should achieve the profit and wealth maximization.
5) Majority of the respondents agreed that impartiality in performance appraisal for
promotion is excellent.
6) The post appraisal system employees would be entitles to monetary benefits.
7) The organisation has been following scientific criteria like punctually and so on
which is taken for performance appraisal.
8) Effectiveness of performance appraisal is monitored by superiors.
9) All the level employees attended the training program after appraisal to enhance
their skills.
10) Most of the employees agreed that the organization goal is achieved through
assessing the employees performance whereas the top level they set a target for
each and every department and through their job performance rating is been given
to them.
11) In the appraisal methods, the superior take most of the views from the immediate
subordinates and from the employees.
12) Most of the employees said that they are aware of the parameters which were
considered in assessing an employee through productivity, behaviour, participation,
responsibility, discipline, efforts, integrity, loyalty and so on.

CONCLUSION
To conclude the overall research “performance appraisal in
ASM TECHNOLOGIES”.
 The system provided an opportunity for performance related discussions that
include the following aims:
 Setting work objectives for the employees,
 Aligning individual and organizational goals,
 Identifying training and development needs,
 Discussing career progression opportunities
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 The system standardizes performance appraisals and makes them objective by
providing uniform processes and criteria. This further result in a fair, valid, and
legally defensible basis for rewarding and recognizing individual performance.
 The system affords the corporation legal protection against employee lawsuits
for discrimination and wrongful termination.
In the organisation training program should be conducted regularly with regards to
enhance the knowledge in productivity of the employees.
Employees are the biggest assets of the organisation so that asset has to be
taken care and create a channel through which the organisation goal has to be met.
RECOMMENDATIONS:
The most important suggestion is that most of the employees from lower level indicate
that they have not given any feedback about them after performance appraisal. Here it is
the duty of immediate boss to give the feedback about job performance so that they know
where they stand and this can improve the productivity.

The company should conduct an orientation class regarding the benefits of Performance
appraisal so that all the employees would understand and co-operate when they have been
appraised.
CHAPTER - 1
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INTRODUCTION
CHAPTER 1
INTRODUCTION
HUMAN RESOURCE MANAGEMENT:

For the survival of any organization or growth men, money, material and machinery
(the 4 m’s) are very important. The success or failure of any organization depends on
effective combination of 4 ms.
The labour input is vital to the improvement of virtually all organization. Without
effective employees the organization produces the goods and provides the service in
effectively and may even place the survival at risk. Hence the organization needs to be
concerned about HR.
HRM is mainly concerned with employees both as group and as well as an individual. It
is a function of aiding and directing work person in maximizing their personal contribution.
HRM helps the employees to develop their efficiency and capacities to the maximum
extent so that they get great satisfaction from their jobs. It is a major part of general
management function and has roots and branches extending throughout and beyond each
function. HRM
BACKGROUND OF THE STUDY
In today’s scenario organization know that an outstanding business performance
requires the best possible performance by every employees and every team. How to
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ascertain whether an employee as shown his or her best effort on a given job. This can be
ascertained through performance appraisal. Individuals, teams and organization all depend
on relevant feedback to improve the way they perform. Performance appraisal is a process
for establishing shared understanding about what is to be achieved n an approach to
managing and developing people in a way that increases the probability that will be
achieved in the short and long term. The purpose of performance appraisal is to improve
the organization’s performance through the enhanced performance of individuals. The
essential feature of performance appraisal is that it provides a flexible means for managers
and those whom they manage, to operate as partners but within the framework that
describes how they can work together. It can be understood to be an assessment of an
individual performance in a systematic way. The performance is measured against factors
like job knowledge, quality and quantity of output, productivity, initiative, leadership
abilities, dependability, co-operation, judgement and the like. The assessment to the
employees should not be confused to the past performance alone but through the potentials
of the employees for future performance must also be assessed.
Performance appraisal is a one stop resource that includes comprehensive, detailed
information on the latest state of the art performance appraisal methods and techniques. It
is a hand of guide that bridges the gap between theory and practice with truly useful
information about designing and implementing appraisal processes and systems.

With the continuing shift in employer/employee relationships and the growing demand
for new and better ways of working together, the need for improved performance appraisal
systems has never been greater. Performance appraisal tackles the most issues which
considers the ongoing organizational changes and offers practical research.
Thus performance appraisal is designed to achieve the following
 To increase the productivity/output.
 To define future objectives
 To have better understanding of performance requirements.
 To recognize the achievements of employees.
 To agree to action plan.
 To agree to self developments and training needs.
Thus the performance appraisal system serves many organizational objectives and
goals. Besides encouraging high level of performance the evaluation system is also useful
in identifying employees with potential rewarding performance equitability and
determining employee needs for development. There are some of the activities that are
decreasing to support the organization strategic orientation.
There are a number of methods of evaluation for appraisals. Each of the methods could
be effective for some purposes for some organizations for a particular type of employee.
Hence none can be dismissed as inappropriate.
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THEORETICAL OVERVIEW
Performance appraisal is a method of evaluating the behaviour of employees in the
works pot. Normally including both the quantitative and qualitative aspects of job
performance refers to the degree of accomplishment of the tasks that make up an individual
job. It indicates how well an individual is fulfilling the job demand.
In order to find out whether the employee is worthy of continued employment or not,
and if no whether he should receive a bonus, a pay rise or promotion his performance needs
to be evaluated from time to time. When performance appraisal is properly conducted it let
the employee know how well he is performing but should also influence the employee
future level of efforts, activities, results and task direction.
Under performance appraisal are evaluate not only the performance of a worker but also
his potential for development.
Performance appraisal is a systematic evaluation of the workers performance. It is
the process of estimating or judging the value of excellence qualities and status of an
employee. It is the formal procedure used in the working organization to evaluate the
personalities contribution and potential of group member.
Performance appraisal is done to know how effective it has been at hiring and placing
employees.
DEFINITION:
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Many theories, authors, research scholars and practitioners have defined appraisal
in different ways. A comparative analyzing of these definitions reveal that in defining
Performance appraisal they were all saying the same thing, but in slight modified way.
Flippo : Edwin –B-Flippo:
“Performance appraisal or merit rating is a systematic periodic and so for so possible,
an impartial rating of an employee is excellent us matter pertaining to his present job and to
his potentialities for a job”.
ACCORDING TO ROBINS:
Performance appraisal is a formal structured system of meaning and evaluating an
employee job. The related behavior and outcome to discover how and why employee is
presently performing and how an employee can perform more effectively in future. So
that employees organizations and society benefits.
PURPOSE OF PERFORMANCE APPRAISAL:
Data relating to Performance appraisal of employees are recorded, stored and used to
several purposes. The main purposes of employee assessment are as follows:
1) It serves as a basic change like promotion, increase in play, transfer.

2) It serves as a feedback to the employees by letting the employees know how
well he is doing the entire job.
3) It serves as an important motivational factor to the employers how are by
existence of appraisal system assured by management and interest.,
4) Performance appraisal tends to make the superior and above level more
absorbent of their skills.
5) Performance appraisal provides rational foundation for the playme4nt of peace
work payment.
6) It improves better employer and employee relations.
7) It provides information for making decision regarding lay offs, retrenchment
etc.
BENEFITS OF PERFORMANCE APPRAISAL:
Performance appraisal program is an important management tool it is appropriate to
say that Performance brings the selection program to an end. The result of this program
reveal whether the individuals are performing according to the expectation like
a) Performance management.
b) Compensation adjustment.
c) Placement decision.
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d) Training and development needs.
e) To meet the external challenges or the employees.
f) It serves a feedback to the human resources.
FEATURES OF PERFORMANCE APPRAISAL:
The main features of Performance appraisal are:
1) It provides a systematic judgement on salary increases, confirmation, promotion,
transfer, demotions and terminations.
2) It is used as a scientific techniques for coaching and counseling of an employee by his
superior.
3) It provides an adequate feedback to each employee for his or her performance.
4) It serves as a basis for improving or changing all employee’s behavior towards some
more effective working habits.
5) It helps in identifying those average employees who need special care observation
control, training and managerial development.
STRENGTH AND WEAKNESS OR THE PERFORMANCE APPRAISAL:
1) The basic purpose is to find out whether the employee is performing his task/job
effectively, if not establish a plan for improvement.
2) Performance appraisal is arranged periodically to know the exact status of the
company and the employee.

3) Performance appraisal is appraised to all the employees and as a result the
employees are paid according to their performance.
PERFORMACE APPRAISAL METHODS:
The methods can be classified into 2 sections
1) Traditional method
2) Modern method
Each group has several techniques as shown below
Traditional method Modern method
 Graphic ration scale  Behavioural anchor method

 Ranking method  Assessment centre
 Paired comparison method  Management by objectives
 Force distribution method  Human resource accounting
 Check list method  Psychological appraisal
 Critical incident method
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 Essay or free Performance
appraisal
 Group appraisal
 Field review method
1. GRAPHIC RATING SCALE:
Graphic rating scale compares individual performance to an absolute standard in this
method judgments about Performance appraisal are recorded on a scale. Here these
appraisers are supplied with printed forms, one of each employee. These forms
contain a number of objective and behaviour and trail based qualities and characters
and well they mark the rating according to this.
2. PAIPRED COMPARISON METHOD:
Under this method the employees are ranked the best to worst on some
characteristics. Here the rates first find the employees with the highest performance
and the important with the lowest performance is that particular job category and
rates the former as the best and the latter as the poor.
3. PAIRED COMPARISON METHOD:
Under this method the appraiser ranks the employees by comparing one employee
with other employees in the group one at a time.

4. FORCED DISTRIBUTION METHOD:
Under this method the rates after assigning the points of the performance of each
employee has to distribute his rating in a pattern to confirm to normal frequency
distribution it is similar to the ranking technique.
5. CHECKLIST METHOD:
In a simple rating technique in which the supervisor is given a list statement or
words and asked to check statement representing the characteristics and performance of
each employee.
6. CRITICAL INCIDENT METHOD:
Employees are rated discontinuously i.e., once in a year or six months under the
earlier method. The performance is rated may not reflect real and overall performance as
the rates would be receives about appraisal. Under this me4thod the supervisor
continuously records the critical incident of the employee’s performance or behaviour
relating to all characteristics.
7 ESSAY OR FREE FROM APPRAISAL:
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This method requires the manager to write a short essay describing each employee
performance during the rating period. This format emphasis evaluation of a performance
based on strength / weakness of employee, Performance rather than specific job dimension.
8. GROUP APPRAISAL:
An employee is appointed by a group of appraisers. This group consists of the
immediate supervisor of the employee. This group uses any one or multiple techniques
discussed earlier. This method is widely used for purpose of promotion, demotion and
retrenchment appraisal.
MODERN METHOD
1. BEHAVIOURAS ANCHORED RATING SCALES (BARS) :
It is a combination of rating scales and critical incident technical of performance
evaluation. Incidence which are effective and ineffective are described in a objective
manner and compared with the behaviorally anchored scale which are3 prepared by this
comparison. The superior is able to evaluate the employees’ actual performance with the
behaviour that has been previously determined.
2. ASSESSMENT CENTER:
It is a future oriented evaluation which includes the combination of role play case
study, simulation in basket and transactional analysis. Combination as of all these will
evaluated for future in identifying future managers equalizing opportunities enlarging the
groups of promotional conditions.
3. HUMAN RESOURCE ACCOUTING:
It deals with cost of contribution of HR to organization. Cost of the employee includes
cost of manpower planning, recruitment, selection, induction, placement, training,
development and so on.
4. MANAGEMETN BY OBJECTIVES:
It is a process like superior subordinate. Manager, an organization jointly identifies its
common goals. Define each individual’s major areas of responsibilities in terms of results
expected by him and use these measures of guiders for operating the unit and assessing
the contribution of the member.
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TYPE SYSTEM OF PERFORMANCE APPRAISAL:
Performance appraisal is of nine steps process:
1) The first stage, performance standards are established based on job description and
job specification:
2) Second stage is to inform these standards to all the employees including appraisers.
3) Third stage is following the instructions given for appraisal, measurement of
employee performance by the appraisers through observations, interview, records
and reports.
4) Fourth stage is finding out the influence of various internal and external factors on
actual performance.
5) Fifth stage is comparing the actual performance with that of other employees and
pervious performance of the employees and others.
6) Sixth stage is comparing the actual performance with the standards and finding out
deviations.
7) Seventh stage is communicating the actual performance of the employee and other
employer doing the same job and discuss with him about reason for the positive or
negative deviations from the previous standard as the can.
8) Eight stages suggests necessary change in standards, job analysis, internal and
external environment.
9) Ninth stage is follow-up of Performance appraisal report. This stage includes
guiding, counseling, coaching and directing the employees or making

arrangements for Training and Development of the employees in order to ensure
improved performance.
ETHICAL CONSIDERATION:
1) Respect for individual :- People should be treated as ends in themselves and not
merely as means to other end.
2) Mutual respect: - Parties involved in performance management process should
respect each other needs and preoccupation.
3) Procedural fairness: - The procedure incorporated in Performance management
should be operated fairly to limit the adverse effect on individual.
4) Transparency: People affected by decision emerging from the Performance
management process should have the opportunity to scrutinize the basis upon
which decisions were made.
CHAPTER 2
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RESEARCH DESIGN
CHAPTER 2
RESEARCH DESIGN
The Task of defining the research problem in the preparation of the design of research
product, popularly known as “research design”. Decision regarding what, when, where by
means how much etc. concerning are enquiry of the research study constitute a research
design.
A research design is the arrangement of conditions for collection and analysis of data in
the manner that aims to combine relevance to the research purpose which economy. It is
the structure within which research is conducted.
STATEMENT OF THE STUDY:
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The research has been undertaken to know the “Performance appraisal and its evaluation
at ASM TECHNOLOGIES.
The study was basically to know the Performance appraisal system for supervisory and
above level because there was continuously based on innovation and changes based on
research made by the organization through HR consultant.
Hence the research has made efforts to study the effectiveness of the system and survey
was aimed to know how the appraise and appraiser feels about the system and their
suggestion. If any for making the system more effective and identifying of these in any
pitfall like the employees or employee is satisfied or dissatisfied with the Performance
appraisal.
OBJECTIVES OF THE STUDY:
i. To study the Performance appraisal system in ASM TECHNOLOGIES.

ii. The effect of Performance appraisal on employees (supervisory and above)
iii. To analyze the effectiveness of Performance appraisal.
iv. To suggest the measures.
SCOPE OF THE STUDY:
The Study was taken place in ASM TECHNOLOGIES for a period of 3 months, after
preparing the questionnaire the same was distributed to the employees who were
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supervisory and above level throughout the organization, who were randomly selected from
each department and group.
1) The opportunity to interact with the superior employees and others in favourable
working environment in the organization.
2) The opportunity of learning skills and talents in a productive manner.
3) The opportunity to perform work assignments within an environment that not
only protects but also promotes physiological, emotional and psychological health.
4) Specially the information was very much useful in the following areas:
 Remuneration and Selection
 Training the employees.
 In term of promotions, transfer and layoffs.
 In terms of increase in pay or compensation.
 Grievance and discipline programmes.
 In form of job design redesign.
 Helped in reward system
LIMITATIONS OF THE STUDY:
 Since the study is based on data collected only from respondents of ASM
TECHNOLOGIES, the results cannot be generalized.

 The survey was conducted only to the supervisory and above level and the rest of
the employees like trade man and assistance level was left out due to shift
problem.
 The survey was conducted to only 40 members of the organization because of
time constraints.
 The assumptions are made based on the data given by the limited(40 employees)
 Only employees are aware of the performance appraisal system were chosen.
METHODOLOGY USED:
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The data collections being after a research problem has been defined after research
design.
While, deciding the method of data collected, which has to be used for the study is of
two types.
1) Primary Data and
2) Secondary Data
For this research purpose, the primary data was extracted by means of a common
structured questionnaire which was carefully planned to cover the various aspects of the
appraisal system. In devising the questions, care was taken to avoid bias.
The secondary data was collected through magazines, newsletters books etc.
OVERVIEW OF THE STUDY:

The outcome of the study is represented in the forms of a report which is divided into 8
chapters and have the following schemes
 First five pages deals with the Executive summary which contains very brief
description of the whole project.
Chapter 1:
Contains the subject background of research topic, performance appraisal definition and
importance of the study, strength and weakness of performance appraisal, methods of
performance appraisal, systems of performance appraisal, and ethical consideration.
Chapter 2:
Contains the research design, statement of problem, objectives of the study, scope of the
study, methodology used and limitations of the study.
Chapter 3:
Deals with review of literature which mainly contains the reference of books and old
projects referred before undertaking this study.
Chapter 4:
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Contains company profile i.e., overview, history, various functions, organization charts
and so on.
Chapter 5:
Contains the list of respondents or the profile of respondents, their designation, age and
years of service.
Chapter 6:
Deals with presentation and analysis of primary data collected through structured
questionnaire, the data is tabulated, analyzed and inferences are drawn on various graphs,
charts in order to support the analysis.
Chapter 7:
Contains the findings gathered from the analysis of the study and conclusions are drawn
from the analysis.
Chapter 8:
Deals with the recommendations and suggestions for future improvement.
 Bibliography
 Annexures
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CHAPTER 3
REVIEW OF LITERATURE
CHAPTER 3
REVIEW OF LITERATURE
If policy is a guide for management decisions and actions. Principle is the fundamental
truth established by research, investigation and analysis. Many personnel principles have
been established through practice, experience and observation – principles are universal
truth generally applicable to all organization, and it varies from one organization to another
organization.
Every organization’s main principle will be to manage its people/employee. Human
resource is the most important aspect of every organization. The main purpose of
Performance appraisal is to determine their performance through observation or through
policy deployment and evaluate.
The policy deployment is the recent method of evaluating the employees is all most
manufacturing organization and this method is done through the outside HR consultants.
For knowing this process, I had attended a one day program for learning the recent
assessment method is Wilson Garden.
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To know the process, the research study which was mainly prepared by referring the old
dissertation project from our college as well as from Jain college topic Performance
appraisal in KBDL and as well as from performance appraisal procedure adopted in
BEML.
This dissertation project has mainly adopted the structured questionnaires which were
filled by the employees of the organization, above supervisory level and according to the
data collected it has been grouped on the characteristics and nature for the better
understanding.
And data was also collected through personal interview for some people say like trade
unions leaders and engineer who were working in the Manufacturing unit/ power unit.
CHAPTER 4
COMPANY PROFILE
_____________________________________________________________________
CHAPTER 4
COMPANY PROFILE
ASM Technologies Limited., established in 1992, is a pioneer in providing world
Class Consulting Services in Enterprise Solutions for the Packaged ERP Products and in
Enterprise Product Development for SMB Segment and in Technology Solutions covering
Embedded Systems and System Software to its Global Clientele.
ASM offers a broad spectrum of enterprise services such as configuration,
implementation, customization, end-user training and documentation, Post Implementation
Support & Maintenance across leading commercial off-the-shelf products like SAP, Oracle
Applications, PeopleSoft, JDEdwards and Microsoft Enterprise products.
Mission of ASM Technologies is to understand and empower client organizations
through world-class consulting services in the area of Enterprise Solutions in the context of
turnkey development and commercial off-the-shelf packages and also in the area of
technology solutions covering Embedded Systems and System Software.

SOME HIGHLIGHTS OF ASM TECHNOLOGIES:
- Publicly Listed Company in India ( www.asmltd.com)
- 500+ employees worldwide
- Global Presence- Offices in India , Singapore , USA ( Chicago , Cupertino and
Detroit ), Japan & UK
- Focus on Enterprise Applications and Technology Solutions
- Certified in ISO-9001:2000 and assessed at CMMI Maturity Level 3 for all its
Development & Support Operations
- Development Centers in India ( Bangalore ), Singapore , and USA ( Chicago )
- Successful Offshore Development & Support Centers in India and Overseas
- Industry Vertical: Manufacturing, Oil & Gas, Consumer Electronics, Growth
Industries, Telecom, Public Utilities & Retail
TECHNOLOGY SOLUTIONS- SOME HIGHLIGHTS:
- 500+ Person-Years of Product Engineering.
- Technology Transfer to 15 OEMs. $120m worth products deployed
- Involved in Engineering 45+ Products and 120+ Product Releases
- Extensive Work done in Storage, Networking & Security
_____________________________________________________________________
COMPANY OBJECTIVES
COMPANY PHILOSOPHY:
As ASM is engaged in the consulting services as well as ERP solutions, the primary
objective of the Organisation is to understand and empower client organizations through
world-class consulting services in the area of Enterprise Solutions in the context of turnkey
development and commercial off-the-shelf packages and also in the area of technology
solutions covering Embedded Systems and System Software
QUALITY POLICY
ASM is committed to providing technology solutions through continuous improvement of
our processes to ensure a consistent global standard of quality for our customer.
QUALITY OBJECTIVES
- To strive and excel in upgrading our processes to attain the highest degree of quality
and value
- To commit ourselves to providing leading-edge technology solutions through the
continuous upgrading of the technical knowledge of ASM employees by continuous
improvement training
- To accomplish market leadership through the combined efforts of a dedicated
workforce, thereby achieving customer satisfaction

GROWTH:
A company promoted by technocrats, ASM was offered the IPO status as far back as 1994,
and listed in the Mumbai Stock Exchange. With over 500 employees worldwide, the
company has development centers in India (Bangalore, Mumbai), Singapore, USA
(Chicago), and UK (London).
EMPLOYEES:
As on April 30 2008, the Company has 500 employees on the rolls. As the human
resources are considered as a strategic priority to achieve business leadership.
CUSTOMER FOCUS
ASM think of it’s customers first; delivering innovative product solutions to meet their
needs today and in the future.
- Customer focus has priority; good technology should always be derived from
our customers' (future) requirements
- Customer intimacy and trust are the most sustainable competitive advantages
PROFITABLE GROWTH
ASM focus on profitable growth in the interest of our shareholders and employees.
- Speed and time-to-market have the biggest impact on profitability
_____________________________________________________________________
COMPENSATION AND BENEFITS
ASM believe great work should be recognized and rewarded. That's why compensation at
ASM focuses on performance and results, and motivates entrepreneurial thinking.
Compensation system consists of fixed and variable components which balance market
conditions, individual or team results, and the achievement of economically and
strategically relevant business targets.
SERVICES PROVIDED BY ASM:
ASM Technology is a leading Service based as well as Consulting Services.
With vast experience in Enterprise Solutions coupled with its excellent domain knowledge
specific to various industry verticals, ASM is well-positioned to provide the following
services to its global clientele in the Enterprise Applications Space
 Package Implementation, Support and Maintenance Services

 Enterprise Product Development Services
 Enterprise Applications Integration Services
Package Implementation, Support and Maintenance Services
ASM has provided packaged software services for the past 10 years to its Global Clientele
with cumulative experience of more than 2000 person years for
- SAP
- Oracle Application
- Peoplesoft
- JDEdwards
- Microsoft Dynamics
Services provided
- Implementation
- Customization & Integration
- Testing
- End User Training & Documentation
- Upgrades
- Post-Implementation Support
- Support & Maintenance
Verticals and Domains

ASM's Enterprise Applications service line has wide exposure to the particular needs of
various verticals such as
- Manufacturing
- Oil & Gas
- Telecom
- Retail
- Growth Industries
- Independent Software Vendors
- Product Engineering Services
- Defence
Enterprise Product Development Services

ASM has been providing cost effective Enterprise Product development, testing,
Documentation and support services to help ERP Software product companies to create
_____________________________________________________________________
innovative products in the ERP space for SMB segment. ASM with its vast ERP Consulting
experience of “Off The Shelf Packaged” ERP products for global clientele in the
Manufacturing, Oil & Gas, Construction, Consumer Electronics, Growth Industries, and
Retail, is well positioned to provide Outsourced Product Design, Development, testing and
Support services.
Enterprise Applications Integration
ASM has worked extensively on Web-enabling and integrating ERP Packages with legacy
and Web-based applications for its clients using the following technologies:
- Business Connectors (J2EE Connector and Business Connectors)
- SAP Netweaver and XI Technologies
- Messaging through XML

CHAPTER 6
DATA ANALYSIS AND INTERPRETATION
1) The age of the employee for both to Superior and Middle level
Age Group Number of respondents Percentages

25-30 7 17.5%
30-35 5 12.5%
35-40 8 20%
40-45 7 17.5%
45-50 5 12.5%
50 and above 8 20%
Total 40 100
Inference:
The data collected in the company, 8 employees belongs to the age of 35 to 40 and other
8 employees i.e., the superiors belong to the age group of around 50 and above. And the
rest i.e., 7 employees belongs to 25- to 30, the other 7 belongs to 40-45 and the rest 10
employees in that 5 of them belong to age of 30-35 and the rest belongs to 45-50.
So in ASM TECHNOLOGIES, the data collected with the employees are of different
age and in which more than 20% are in the age group of 50 and above and 35 to 40.
_____________________________________________________________________
Page no – 52
1b) The year of service in ASM TECHNOLOGIES for top level and middle level.
Year of Service Number of respondents Percentage

0–5 5 12.5%
5-10 9 22.5%
10-15 11 27.5%
15-20 3 7.5%
20-25 8 20%
25-30 4 10%
Total 40 100
Inference:
From the above data it is clear that most of the employee i.e. 27.5% of the employees are
completed their 10- 15 years of service in the organization. Rest of the 22.5% have
complete4d 5 to 10 years of service. 8 of the employees in the organization who are in the
top level are in the service period of 20 to 25 years and 10% of the employees i.e., DGM in
the organization have a service of 25 and above. Hence it is clear that most of the
employees are having between 10 to 15 years of work experience in the organization.
Page no 54
2a) Frequency of appraisal for top level
Response Number of respondents Percentages

Yearly 40 100%
Half yearly - -
Quarter yearly - -
Monthly - -
They will not conduct 40 100
Inference:
The above analysis relating to the periodically of performance appraisal is all the
employees i.e., (40), 100% of them preferred yearly performance appraisal and none of
them have preferred any other options. So it is clear that all the employees are eager
towards their performance rating once in a year. So that will be suitably rewarded.
Page no 56
2b) Frequency of appraisal for middle level.

Yearly 40 100%
Half yearly - -
Quarter yearly - -
Monthly - -
They will not conduct - -
Total 40 100
Inference:
_____________________________________________________________________
According to the data collected from both superior and middle level, most of all the
employees have preferred for yearly based performance appraisal.
Page no 58
3a) Methods of conducting appraisal for superiors.

By questionnaire 3 30%
By observation job 2 20%
By policy deployment 1 10%
By both Questionnaires 4 40%
and observation
Total 10 100
Inference:
Regarding the above analysis relating to conducting appraisal is 40% of the employees
said that they conduct appraisal by both questionnaire and observation on job, 30% of
them said that appraisal is done thorough questionnaire and through observation on job
20% and policy deployment 10%. Different department adopt different method of
appraisal system.
Page no 60
3b) Methods of conducting appraisal for middle level

By questionnaire 9 30%
By observation job 14 46%
By policy deployment - 0%
By both Questionnaires 7 24%
and observation
Total 30 100
Inference:
Regarding the above analysis mode states that 46% of the employees are conducted
performance appraisal through observation on job, 30% of them have stated it is thorough
questionnaire method, 24% of them through both the questionnaires as will as through
observation on job. None of them have been appraised through the new method policy
deployment in the respected department.
_____________________________________________________________________
Page no 62
4a) Consolidation during appraisal top level

Promotion 4 40%
Increase in pay 5 50%
Transfer 0 0%
Others (Specify) 1 10%
Total 10 100
Inference:
There are 4 important reasons while appraising the employees, namely promotion,
increase in pay, transfer, others. Out of 10 employees in top level 5 of them have indicated
that increase in pay should be given priority and it is also given in ASM
TECHNOLOGIES. While 4 of them are in favour with promotion and 1 of them have
indicated that recognition should be given priority unfortunately no important was given
to transfer.
Page no 64
4b) Consolidation during appraisal middle level

Promotion 11 37%
Increase in pay 17 57%
Transfer 0 0%
Others (Specify) 2 6%
Total 30 100
Inference:
As stated with the top level even in middle level the same importance is given
say promotion, increase in pay, transfer and others. Out of 30, 17 of them indicated that
they were benefited by increase in pay. 11 of them say that promotion should be given
priority and the rest i.e. 2 of them indicate recognition and both increase in pay as well as
promotion should be given important.
_____________________________________________________________________
Page no 66
5a) Appraisal system successful in creating competition between individuals-
superiors.

Very good 5 50%
Good 3 30%
Average 2 20%
Total 10 100
Inference:
Employees have indicated that performance appraisal is successful in creating
competition between individual. Out of 10 superiors 5 of them have said that it is very
good, 3 indicated good and 2 employees indicated that is create4d average competition
between individuals.
Page no 68
5b) Appraisal system successful in creating competition between individuals-
middle level.

Very good 3 10%
Good 13 43%
Average 14 47%
Total 30 100
Inference:
Employees have indicated that performance appraisal is average in creating
competition between individuals. Out of 30 sample size, 14 employees said it is average,
13 indicated good and the rest of the 3 employees indicated as very good.
Page no 70
6a) Performance appraisal system successful in its co-operation/good working or
team working-superiors.

Very good 1 10%
Good 4 40%
_____________________________________________________________________
Average 5 50%
Negative 0 0%
Total 10 100
Inference:
Out of 10 employees, 4 employees indicated that performance appraisal system
is helpful in creating good co-operation / good working or team working. 5 have indicated
that it is average and none of them said any negative opinion about it.
Page no 72
6b) Performance appraisal system successful in its co-operation/good working
or team working – middle level.

Very good 3 10%
Good 14 47%
Average 8 26%
Negative 5 17%
Total 30 100
Inference:
Out of 30 employees, 14 employees indicated that performance appraisal system
is helpful in creating good co-operation / good working or team working. 8 have indicated
that it is average and 3 have said it is very good in creating good co-operation.
Page no 74
7a) Performance appraisal system improves individual performance –
superiors.

Yes 10 100%
No - -
Total 10 100
Inference:
Out of 10 sample size, the data collected with the superior say general
manager, deputy general manager and AGM indicated that performance appraisal system
improves an individual performance.
_____________________________________________________________________
Page no 76
7b) Performance appraisal system improves individual performance – middle
level.

Yes 26 86%
No 4 14%
Total 30 100
Inference:
27 employees indicated that performance appraisal system improves an individual
performance and 4 indicated that it does not improve.

Page no 78
8a) Minimizing difficulties through appraising system – Superiors.

Very good 2 20%
Good 1 10%
Average 7 70%
Poor 0 0%
Total 10 100
Inference:
7 employees have said that it averagly reduces the work difficulties whereas 2 of
them have said that it is very good and 1 person said it is good.
_____________________________________________________________________
Page no 80
8b) Minimizing difficulties through appraising system- Middle level.

Very good 2 7%
Good 17 57%
Average 11 36%
Poor 0 0%
Total 30 100
Inference:
17 employees have said that it good, 11 have said that it averagly reduces the work
difficulties whereas 2 said that it is very good.

Page no 82
9a) The part played by performance appraisal system in monitoring the progress –
Superiors

Yes 10 100%
No - -
Total 10 100
Inference:
It is observed that out of 10 employees, 10 also have told that yes it monitors for the
progress in their job i.e., 100%
_____________________________________________________________________
Page no 84
9b) The part played by performance appraisal system in monitoring the
progress- Middle level.

Yes 27 90%
No 3 10%
Total 30 100
Inference:
It is observed from the study that majority are of the opinion that the performance
appraisal helps to monitor progress in their job i.e., out of 30 employees, 27 have
indicated yes and 3 have indicated no i.e., 10%.
Page no 86
10a) Consultation by the superior while conducting appraisal

Yes 7 70%
No 3 30%
Total 10 100
Inference:
The employees have said that the superior will take their opinion while conducting
the performance appraisal i.e., about 70% have indicated it and 30% say that they do not.
Page no 88
10b) Consultation by the superior while conducting appraisal – middle level

Yes 18 60%
No 12 40%
Total 30 100
_____________________________________________________________________
Inference:
The employees have said that the superior will no take their opinion while
conducting the performance appraisal i.e., out of 30, about 12 have indicated this and rest
i.e., 18 out of 30 employees have said that they take their opinion.
Page no 90
11a) Conducting performance appraisal for Superior

VP 3 30%
MD 2 20%
Both 5 50%
Total 10 100
Inference:
5 employees have said that both Vice President and Managing Director will
conduct the performance appraisal for some superiors like DGM, AGM and GM. 3
employees have said that VP will conducted and 2 of them have said it is M.D. who
conducts performance appraisal.
Page no 92
11b) Conducting performance appraisal for middle level

VP 5 17%
MD 7 23%
DGM 13 43%
HR Department 5 17%
Total 30 100
Inference:
13 employees have said that Deputy General Manger will conduct performance
appraisal for their respective department and 7 have said that General Manager conduct
_____________________________________________________________________
for Executives and Engineers and 5 have said that Vice President conduct for Managers
and rest says that HRD representative will do it.
Page no 94
12a) Attending training program, after conducting performance appraisal
system – Superior,
Response Number of Respondents Percentages

Yes 8 80%
No 2 20%
Total 10 100%
Inference:
The employees have indicated that they will conduct training after performance
appraisal system out of 10, 8 employees have yes and 2 have indicated no.
Page No. 96
12b) Attending training program, after conducting performance appraisal system –
Middle level.

Yes 20 66%
No 10 34%
Total 30 100
Inference:
The employees have indicated that they will conduct training after performance
appraisal system out of 30, 20 employees have yes and 10 have indicated no.
Page No. 98
_____________________________________________________________________
13a) Getting feedback after every appraisal

Yes 3 30%
No 7 70%
Total 10 100
Inference:
Out of 10 employees, 3 have indicated yes and 7 indicated no.
Page No. 99/100

13b) Getting feedback after every appraisal

Yes 10 34%
No 20 66%
Total 30 100
Inference:
Out of 30 employees, 20 have indicated no and 10 have indicated yes.
Page No. 101/102
_____________________________________________________________________
14a) Difference of opinion while assessing the grade after conducting appraisal.

Yes 2 20%
No 3 30%
Always 1 10%
Sometimes 4 40%
Total 10 100
Inference:
Majority of the employees have said that they do make difference of opinions
sometimes i.e., out of 10, 4 have told this and 3 have said no and 2yes and 1 has told
always.
Page no.103/104
14b) Difference of opinion while assessing the grade after conducting appraisal.

Yes 5 16%
No 8 26%
Always 10 34%
Sometimes 7 24%
Total 30 100
Inference:
Majority of the employees have said there is always difference of opinion i.e.., 10 out of
30 and 8 have told No and 7 have told sometimes and 5 have told yes.
Page no. 105/106
_____________________________________________________________________
CHAPTER - 7
FINDINGS AND
CONCLUSIONS
CHAPTER 7
FINDINGS AND CONCLUSION
Findings:
The analysis derived from the study and the inference drawn in that there is difference
of opinion from the employees i.e., from the top level and from the middle level.
1. It was found that most of the top level employees are satisfied with the
performance appraisal method used by the organization, whereas the middle level
employees are not very much satisfied.
2. It was found that there is recognition from the top level management in identifying
the needs and requirements of the employees which helps achieving individuals as
well as organisation goals.
3. When employees morale is high then the employees are motivated towards the
work and find good working environment.
4. Organization goals should achieve the profit and wealth maximization.
5. Majority of the respondents agreed that impartiality in performance appraisal for
promotion is excellent.
_____________________________________________________________________
6. The monitory benefit was directly proportionate to performance appraisal in the
organization.
7. The organization was following very good time management.
8. Individuals felt that by appraising them they would benefit from promotion,
increase in pay.
9. Through performance appraisal, individuals improved their work performance and
whereby the superiors monitor their progress.
10. Most of the performance appraisal is conducted through observation on job for
middle level employees and whereas through questionnaire method for superior.
11. Majority of the top level employees attend the training program after appraisal
whereas the middle levels do not attend any training program.
12. Most of the employees agreed that the organization goal is achieved through
assessing the employees performance whereas the top level they set a target for
each and every department and through their job performance rating is been given
to them.
13. In the appraisal methods, the superior take most of the views from the immediate
subordinates and from the employees.
14. Most of the employees said that they are aware of the parameters which were
considered in assessing an employee through productivity, behavriour,
participation, responsibility, discipline, efforts, integrity, loyalty and so on.
15. Employees agreed that the performance appraisal is based on productivity.
16. Employees do no co-operative while giving the information with the superiors.
17. Most of the employees preferred yearly based performance appraisal.
18. Performance appraisal system is successful in cultivating co-operation and group
working.
19. Performance appraisal system if it fails or succeeds training is impacted to
employees.
20. Once the performance appraisal is conducted feedback is given to the superiors
regarding the result.
21. Employees feel that through performance appraisal they have been motivated to
work efficiently.
The study reflects that the employees are fairly satisfied with the present system which
is linked with promotion and rewards as per as periodically is concerned. The respondents
are satisfied with yearly but some of them felt it should be quarter yearly.
_____________________________________________________________________
CONCLUSION
Although various opinions regarding the present system of performance appraisal have
been brought is a general conclusion can be reached that the performance appraisals in the
organization is non participate and trait base.
Performance appraisal is one of the important functions in HRM, it has to be evaluated
by the top management in every organization according to some norms and which has got
direct impact on the performance of employees in any organization, which inturn helps to
achieve individual and organizational goals as a whole.
Performance appraisal is not to be taken as just some matters that is recorded, filed
and forgotten, but as an inevitable and a continuous primary process where in the appraisal
performance the role of not only a judge but also that of a trainee, guide and coach.
The study reflects that the employees are fairly satisfied with the present system which
is linked with promotion and rewards as far as periodicity is concerned the respondents are
satisfied with yearly through only few advocated for half yearly report writing. It is also
clear from the analysis that most of the respondents are in the opinion that the present
system gives a sense of participating in the organization goals with the nature of achieving
objectively goals setting nature punctuality etc.
Though the performance appraisal is one of the fundamental jobs of human resource
management, it is definitely not an easy one. This study reveals that the employees feel
whatever for the system, say including the new system policy deployment, its proper
implementation is the most important aspects. The certain amount of dissatisfaction
existing at present can be resolved by fine tuning the system to meet their requirements.
What is important in the degree of honesty, loyalty, sincerity, conviction and
commitment with which the system is evolved adopted and implemented.
It is also suggested by the respondents that the bias and strictness can be minimized or
avoided making the report writing by two authorities with a open discussion about the
performance of the employees who have to be appraised and also it should be a two way
traffic.
The study also reveals that the appraisal should discuss with the appraise about the latest
evaluation once the period. Most of employees feel that they should be given a chance to
improve their areas of weakness before the next appraisal.
Each one working in the industry individually and collectively have a role to play in
matching their sub system of superior work effectively. The top management need to take
performance appraisal seriously to explicitly fit it to the prevailing culture and human
resources strategy to evaluate how well it does fit to encourage practices that do fit and to
rewards superiors that is the top level and also to the middle level and sub-ordinates who
do it well.
To conclude the overall research “performance appraisal in ASM Technologies”, most of
the top level employees are satisfied but the middle level employees felt that partiality is
there and that should not be there when they are appraising and giving rewards. If there is
a good relationship between the employers it creates a good working environment.
_____________________________________________________________________
In the organization training program should be conducted regularly with regards to
enhance the knowledge in productivity of the employees. Here the superiors are given
training, but in middle level employees, it is left for certain department hence training
should be given to the left out employees. Because employees are the biggest assets of the
organization so that asset has to be taken care and create a channel through which the
organization goal has to be met.

CHAPTER 8
RECOMMENDATIONS &
SUGGESTIONS
_____________________________________________________________________
CHAPTER 8
RECOMMENDATION AND SUGGESTIONS:
As the company has introduced a new method of appraising the employees called policy
deployment procedure which is conducted quarter yearly for middle level employees. The
company should conduct a orientation class regarding the benefits of it so that they may co-
operate when they have been appraised.
Proper training should be focused to the middle level employees in the production
department.
Proper training should be imparted to the employees who are in the productivity
department because they feel that there is no proper training given after performance
appraisal.
The most important suggestions is that most of the employees from middle level indicate
that they have not given any feedback about them after performance appraisal. Here it is
the duty of immediate boss to give the feedback about job performance so that they know
where they stand and this can improve the productivity.
They should take 360 degree performance appraisal system to enhance the
effectiveness of performance appraisal.

BIBLIOGRAPHY
&
ANNEXURES
_____________________________________________________________________
BIBLIOGRAPHY:
 James.W.Smither, “Performance appraisal state of art in Practice”, Jossy Bass
 K.Ashwathappa, 3rd Edition, “Human Resource & Personnel Management”,
Tata Mcgraw Hill
 Dr.B.Subbarao, 3rd Edition, “Human Resounce Management & Industrial

Relations”, Tata Mcgraw Hill.
 Project report on Performance Appraisal System, Jain College Library.
 Company Profile, Brochures and Annual Report 2008
 www.asmltd.com
PERFORMANCE APPRAISAL QUESTIONNAIRE
A. Name of the respondents : __________________________________
B. Designation : __________________________________
C. Department : __________________________________
D. Year of Service : ____________________________________
E. Age : ____________________________________
1. How often in the PAS conducted?
a) Yearly [ ] b) Half Yearly [ ]

c) Quarter yearly [ ] d) Monthly [ ]
e) They will not conduct [ ]
2. Methods of conducting appraisal?
a) By questionnaire [ ] b) By observation on job [ ]
3. Do you get the following benefits during conducting appraisal?
a. Promotion [ ] b. Increase in pay [ ]

c. Transfer [ ] d. Others specify [ ]
4. How far does PAS is successful in creating competition between individual?
a. Very good [ ] b. Good [ ]

c. Average [ ]
5. Are you aware of the parameters that are taken consideration while assessing
performance?
a. Productivity [ ] b. Participation [ ]
c. Behaviour [ ] d. Responsibility [ ]
e. Discipline [ ] f. Efforts [ ]
g. Others [ ]
_____________________________________________________________________
6. How far is PAS helpful in creating good co-operation good working or team
working?
a. Very good [ ] b. Good [ ]
c. Average [ ] d. Negative [ ]
7. Do you think PAS improves an individual performance?
a. Yes [ ] b. No [ ]
8. How far does PAS helps to reduce work difficulties?
a) Very good [ ] b) Good [ ]

c) Average [ ] d) Poor [ ]
9. Do you think PAS helps to monitor progress in your job?
a) Yes [ ] b) No [ ]
10. Is there any difference of opinion between you and your superior while
assessing the grade of the conducting the appraisal?
a) Yes [ ] b) No [ ]
c) Always [ ] d) Sometimes [ ]
11. Whether your incentives in directly proportionate to the PA?
a) Yes [ ] b) No [ ]
12. Will your superior take your opinion while conducting performance
appraisal?
a) Yes [ ] b) No [ ]
13. Who conducts the performance appraisal?
Specify__________________________________________
14. After conducting PAS, has the company conducted any training program?
a) Yes [ ] b) No [ ]
15. Have you got any feedback after every appraisal?
a) Yes [ ] b) No [ ]
_____________________________________________________________________

Performance Appraisal

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A STUDY ON

ASM TECHNOLOGIES LIMITED

MASTER IN BUSINESS ADMINISTRATION

Under the guidance of

MADURAI KAMARAJ UNIVERSITY

“Performance Appraisal at ASM Technologies Limited”, Bangalore written and

submitted by me under the guidance of Mr. Sainath, Faculty, Madurai Kamaraj

Kamaraj University or to any other University.

from Madurai Kamaraj University.

Limited, Bangalore” under the guidance of Anitha Singan, Manager, Human

Date : Reg No. A7A7510511

CERTIFICATE BY THE PROJECT GUIDE

This is to certify that the dissertation titled “Performance Appraisal at ASM

Technologies Limited” is based on an original study conducted by Ms. Ragitha.R,

Master’s Degree in Business Administration by Madurai Kamaraj University.

Place : Bangalore Mr.SAINATH

to prepare this report.

I wish to take this opportunity to express my deep sense of

gratitude to Mr. Sainath, Professor, Madurai Kamaraj

University for his guidance in this endeavour.

I express my sincere thanks to Anitha Singan, Manager,

Human Resources for permitting me to carryout this research

I am very grateful to the Authorities of ASM Technologies,

Bangalore for having given me the permission and

opportunity to carryout this work.

I express my sincere thanks to Prof. Desmond T.S. Fullinfaw,

Madurai Kamaraj University for his encouragement.

Kamaraj University and all my friends and relatives for their

help extended to me during the course of my project.

Table No Title Page No

11 a. Conducting performance appraisal for Superior 91

b. Difference of opinion while assessing the grade after 106

CHAPTER NO. TITLE PAGE NO.

Appraising the performance of individuals, groups and organization is a common

Performance appraisal is a one step resource that includes comprehensive, detailed

information about designing and implementing appraisal processes and system.

and his psychographic and socio graphic characteristics.

This study titled “Performance appraisal in ASM TECHNOLOGIES” focuses the

 To study the Performance appraisal system in ASM TECHNOLOGIES.

 The effect of Performance appraisal on employees (Supervisory and above).

 To analyse the effectiveness of Performance appraisal system in increasing the

productivity of the work force.

ASM Technologies Limited, established in 1992, is a pioneer in providing world Class

Company has been certified as a CMMI 3 Level Company.

implementation, customization, end-user training and documentation, Post Implementation

Applications, PeopleSoft, JDEdwards and Microsoft Enterprise products

ASM has been providing consulting Services (Product Engineering, Development,

Embedded Software and System Software space.

FINDINGS AND CONCLUSION

method used by the organization

2) The system provides employees with an opportunity to receive feedback regarding

quality and service for customers, as well as enhanced employee motivation,

commitment, and a sense of ownership.

4) Organisation goals should achieve the profit and wealth maximization.

5) Majority of the respondents agreed that impartiality in performance appraisal for

6) The post appraisal system employees would be entitles to monetary benefits.

which is taken for performance appraisal.

8) Effectiveness of performance appraisal is monitored by superiors.

subordinates and from the employees.

considered in assessing an employee through productivity, behaviour, participation,

responsibility, discipline, efforts, integrity, loyalty and so on.

To conclude the overall research “performance appraisal in

 The system provided an opportunity for performance related discussions that