EXECUTIVE SUMMARY

In this file, you can useful information about performance management & appraisal such as
performance management & appraisal methods, performance management & appraisal tips,
performance management & appraisal forms, performance management & appraisal phrases.
I. CONTENTS OF GETTING PERFORMANCE MANAGEMENT & APPRAISAL

Business owners not familiar with human resources development may sometimes confuse
the concepts of performance management and performance appraisal. A performance appraisal--
sometimes referred to as performance evaluation-- is one of the processes in a performance
management system. You want to distinguish this step from the entire performance system, an
essential component to improving employee engagement, job satisfaction and productivity.
STEP 1

Research the term "performance management system" to learn the components of an

entire process, as opposed to the steps within that process. A performance management system
is used to manage your employees' job performance levels. Performance management begins
with selection of the candidate best suited for a position with your company. During the
selection process, you seek candidates who possess the qualifications necessary for each job
within your organization. Core competencies are a significant part of the qualifications. Examples
of core competencies include written and verbal communication skills, critical or analytical
thinking capabilities, and leadership techniques.
STEP 2
 Assemble the documents that a performance management system contains. Two
primary documents are the job description and job specifications. A job description outlines the
essential functions of the job, frequency of tasks or responsibilities, and minimum
qualifications necessary to perform the job. Many job descriptions contain minimum
qualifications and desired qualifications. Job specifications designate what physical and mental
capabilities are required for job performance. For instance, a forklift driver may be required to
move 200-pound pallets for three continuous hours each day. Another job specification may
be for a software analyst required to view multiple computer screens for 80 percent of the day.
Job specifications are typically constructed to determine a candidate's suitability and ability to
operate safely.

STEP 3
 Prepare an outline of the performance standards you expect of your employees. For
instance, if you believe an employee is exceeding your expectations by serving 25 customers
each day, that is considered a performance standard. Using this scenario, an employee who meets
expectations might serve 15 customers per day; an employee whose performance falls below
expectations may be serving only five customers a day. Performance standards designate the
quantity or quality of tasks and responsibilities that exceed, meet or fall below your
expectations.
STEP 4
 Seek out performance appraisal forms and incorporate your performance standards into a
draft performance appraisal form. Take into consideration the job type, functions and duties. The
performance standards and evaluation form for a production worker will differ from the
evaluation form used for a sales representative, but both are a component of the overall
performance management system. Your company's performance appraisal form may contain a
brief job description, the employee's position, rank or tenure, and instructions for completing the
form. A performance appraisal, or evaluation, may also include the employee's current and
projected goals.

STEP 5
 Study your draft performance appraisal form. Notice how much more comprehensive it is
than other documents in the performance management system. Some appraisal forms contain
instructions for conducting the appraisal meeting or listening to employee input. A performance
appraisal form can be defined as the culminating document in assessing an employee's
performance, or it can be considered the employee's map for upcoming goals and projects.
 Evaluation of the employee's work history is summarized on the performance
appraisal form to become a part of your company's overall performance management
system.
 INTRODUCTION

HUMAN RESOURCES MANAGEMENT:

 Human Resource Management (HRM) is the function within an organization that
focuses on recruitment of, management of, and providing direction for the people who work
in the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues
related to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication,
administration, and training.

HUMAN RESOURCES DEVELOPMENT:

 Human Resource Development (HRD) is the framework for helping employees
develops their personal and organizational skills, knowledge, and abilities. Human Resource
Development includes such opportunities as employee training, employee career
development, performance management and development, coaching, mentoring, succession
planning, key employee identification, tuition assistance, and organization development.
 The focus of all aspects of Human Resource Development is on developing the
most superior workforce so that the organization and individual employees can accomplish
their work goals in service to customers.
Human Resource Development can be formal such as in classroom training, a
college course, or an organizational planned change effort. Or, Human Resource
Development can be informal as in employee coaching by a manager. Healthy organizations
believe in Human Resource Development and cover all of these bases.

PERFORMANCE APPRAISAL SYSTEM:

 Performance appraisal refers to all the formal procedures used to evaluate an
individual, his contributions and potential. In other words, it is to plan and measure the
performance of an individual in terms of the requirement of the job or it is a process of
finding out how effective the organization has been at hiring and placing an employee.

Performance appraisal is a formal system of review and evaluation of individual or

team task performance. While evaluation of team performance is critical when teams exist in
an organization, the focus of performance appraisal in most firms remains on the individual
employees. Regardless of the emphasis, an effective appraisal evaluates accomplishments and
initiates plans for development, goals and objectives.
NEED FOR THE STUDY
 Appraising the performance of individuals, groups and organizations is a common
practice of all societies. While in some instances these appraisal processes are structured and
formally sanctioned, in other instances they are an informal and integral part of daily
activities. Consciously of unconsciously evaluate our own actions from time to time. In social
interactions, performance is conducted a systematic and planned manner to achieve
widespread popularity in recent years.
 Performance appraisal is essential to understand and improve the employee's
performance through HRD. In fact, performance appraisal is the basis fore HRD. It was
viewed performance appraisal was useful to decide upon employee promotion / transfer
salary determination and the like. But the recent developments in human resources
management indicate that performance appraisal is the basis for employee development.
Performance appraisal indicates the level of desired performance level, level of actual
performance and the gap between these two. This gap should be bridged through human
resources development techniques like training executive development etc.

According to the past survey it was noticed that the performance appraisal
system in this company was not up to the mark. Hence there would be scope for giving few
suggestions as per my knowledge to improve the performance appraisal system which was
quite essential for the better performance of the employees.
 IMPORTANCE OF THE STUDY

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.

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.
COMPANY PROFILE
 OPPO launched the first mobile phone, the Smile Phone, in 2008, which marks the
beginning of a journey to explore and pioneer extraordinary technology. Today, OPPO brings
the aesthetics of technology to global consumers through smart devices, ColorOS, and
Internet services like OPPO Cloud and OPPO+.

We have presence in over 40 countries and regions, and have set up 6 research
institutes and 4 R&D centers.
 We have also established a global design center in London.
Together, over 40,000 OPPO employees join their efforts to create beautiful life for people.
CORPORATE CULTURE
 Mission
To let our extraordinary users enjoy the beauty of technology

 Vision
To become a healthier and sustainable enterprise

 Values
Benfen, user-oriented, striving for perfection, result-oriented
 HISTORY
Guangdong OPPO Mobile Telecommunications Corp., Ltd, commonly referred to
as Oppo, is a Chinese consumer electronics and mobile communications company
headquartered in Dongguan, China, known for its smartphones, Blu-ray players and other
electronic devices. A leading manufacturer of smartphones, Oppo was the top smartphone
brand in China in 2016 and was ranked No. 8
 The brand name Oppo was registered in China in 2001 and launched in 2004. Since
then, they have expanded to all parts of the world.

In June 2016, Oppo became the biggest smartphone maker in China, selling its phones
at more than 200,000 retail outlets.

CONTROVERIES :-
 In 2017, the company first saw protest over India's national flag insult row. It was
followed by a mass resignation of the Punjab service unit.
 BRANDING
Korean boy band 2PM prepared a song known as "Follow Your Soul" in a promotional
deal with Oppo for launching its brand in Thailand in 2010. [7] In June 2015, the company
signed an agreement with FC Barcelona to become an official partner of the Spanish football
club.

In 2016, PBA tied up with this company as its official smartphone partner starting
from 2016 PBA Commissioner's Cup which was held on February 10.
 Oppo also hires celebrity endorsers in Vietnam, especially Sơn Tùng M-TP who
endorses three smartphone units like Neo 5, Neo 7 and F1s. Oppo made a sponsorship to one
of Vietnam's top-rated reality shows, The Face Vietnam.

In October 2017, Oppo Thailand launched a new ad of Oppo F5 smartphone with a

new ad presenter: famous Thai actor, Nadech Kugimiya. Oppo Malaysia also launched a new
Oppo F5 smartphone with Fattah Amin and Ayda Jebat as their brand ambassadors.
 In 2017, Oppo won the bid to sponsor the Indian national cricket team and has
achieved the rights to display their logo on the team’s kits from 2017 to 2022. Within this
period the Indian national cricket team will play 259 International matches consisting of 62
Tests, 152 ODIs, and 45 T20 Internationals. This number also includes the 2019 World Cup in
England and 2020 T20 World Cup in Australia. The current base price for bilateral matches
involving India has been set at Rs 4.1 crore (approx.) and for Asian Cricket Council (ACC)
and International Cricket Council (ICC) matches, it is Rs 1.56 crore (approx.) - almost a four-
fold increase from its earlier rate.
HEADPHONES AND AMPLIFIERS :-
In 2014 Oppo released a number of high end headphones and amplifiers. The flagship
PM-1 and PM-2 headphones along with the HA-1 desktop amplifier have been heavily
promoted in the audio community. One blogger declares the PM-2 is "near to perfect
 Released in 2015, the HA-2, was a portable version of the HA-1 amp/DAC which
featured a battery pack option as well as a stitched leather casing. The phone played music in
real-time to the HA-2 (via the included Android or iOS micro USB cable, or USB cable if
from PC). It also can be charged using an included "rapid charger" charging kit. The battery
pack feature can only be used simultaneously while the HA-2 is used to play music if the
playing (source) device is an Apple iOS device. In October 2016 an updated version was
released with a new DAC chip and now named HA-2SE. Otherwise, it was the same as the
HA-2.
ABOUT OPPO SECURITY RESPONSE CENTRE :-

The OPPO Security Response Center (OSRC) is a platform dedicated to make sure
that OPPO's users, products and services are secure, promote cooperation and
communications among security experts, as well as identify security vulnerabilities and
respond to security threats.
 OPPO places great importance on the security of our own products and services, and
we have always been committed to user security. With OSRC, we hope to improve the overall
security level of OPPO by strengthening our cooperation with individuals, organizations and
companies in the industry.

OPPO supports responsible disclosure and management of security vulnerabilities. We

promise to scrupulously abide by the principles of the white hat hackers to protect the
interests of the users. We are grateful and appreciative of our users who have helped OPPO
improves its security.

OPPO opposes and condemns all hacking behaviors which exploit security
vulnerabilities that compromise and damage the interests of users on the pretext of
vulnerability testing, including but not limited to the act of using such vulnerabilities to steal
user data, break into business systems, modify and steal related system data, as well as
malicious dissemination of such vulnerabilities or data. OPPO shall hold whoever committed
any of the above-mentioned liable for such acts. We encourage all security experts to join us
in our initiative.
 CONCEPT OF PERFORMANCE APPRAISAL SYSTEM

INTRODUCTION:
 Appraising the performance of individuals, groups and organizations is a common
practice of all societies. While in some instances these appraisal processes 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, parents evaluate the behaviour of their children, and all of us,
consciously or unconsciously evaluate our "own actions from time to time. In social
interactions, performance is conducted in a systematic and planned manner to achieve
widespread popularity in recent years.

MEANING:

Performance appraisal is a method of evaluating the behavior of employees in the work

spot, normally including both the quantitative and qualitative aspects of hob performance.
Performance here refers to the degree of accomplishment of the tasks that make up an
individual's job. It indicates how well an individual is fulfilling the job demands. Often the
term is confused with effort, but performance is always measured in terms of results and not
efforts. Some of the important features of performance appraisal given, they are:

1. Performance appraisal is the systematic description of an employee's job- relevant strengths and
weaknesses.
2. The basic purpose is to find out how well the employee is performing the job and establish a
plan of improvement.
3. Appraisals are arranged periodically according to a definite plan.
USE OF PERFORMANCE APPRAISAL:

• Performance appraisal is helpful in assessing a firms human resources data must be

available that describe the promobility and potential of all employees.
• A well designed appraisal system provides a profile of the organization's human
resource strengths and weaknesses to support this effort.
• Performance evaluation ratings may be helpful in predicting the performance of job
 applicants.
• Performance appraisal will point out employee specific needs for training and
development.
• Performance appraisal is useful in career planning and development.
• Performance appraisal results provide a basis for rational decisions regarding
compensation programmes.
• Performance appraisal data are also frequently used for decisions in several areas of
internal employee relations, including promotion, demotion, termination, lay-off. and
transfer.

• Performance appraisal is useful in assessment of employee potential.

• Performance appraisal can be used to determine whether HR programmes such as

selection, training, and transfers have been effective or not.
OBJECTIVES OF PERFORMANCE APPRAISAL:

Performance appraisal aims at attaining the different objectives, they are

1. To create and maintain a satisfactory level of performance.

1. To contribute to the employee growth and development through training, self and
management development programmes.
2. To help the superiors to have a proper understanding about their subordinates
3. To facilitate fair and equitable compensation based on performance.
2. To facilitate for testing and validating selection tests, interview techniques through
comparing their scores with performance appraisal ranks.
4. To provide information for making decisions regarding lay off, retrenchment etc.
3. To ensure organizational effectiveness through correcting employee for standard and
improved performance, and suggesting the change in employee behavior.
 METHODS OF PERFORMANCE APPRAISAL

With the evaluation and development of appraisal system, a number of methods or

techniques of performance appraisal have been developed.The important among them.

TRADITIONAL METHODS
1) Graphic Rating Scales:

Graphic rating scales compare individual performance to an absolute standard. In this

method, judgments about performance are recorded on a scale. This is the oldest and widely
used technique. This method is also known as linear rating scale or simple rating scale. The
appraisers are supplied with printed forms, one for each employee. These forms contain a
number of objectives, behavior and trait - based Qualities and characters to be rated like
quality and volume of work, job knowledge, dependability, initiative, attitude etc., in the case
of workers and analytical ability, creative ability, initiative, leadership qualities, emotional
stability in the case of managerial personnel. These forms contain rating of scales. Rating
scales are of two types, viz., continuous rating scale and discontinuous rating scales. In
continuous order like o, 1, 2, 3, 4 and 5 and in discontinuous scale the appraiser assigns the
point to each degree. The points given by the rater know performance regarding each
character. The points given by the rater to each character are added up to find out the overall
performance. Employees are ranked on the basis of total points assigned to each one of them.

One reason for the popularity of the rating scales is its simplicity, which permits many
employees to be quickly evaluated. Such scales have relatively low
2) Ranking Method:

Under this method the employees are ranked from best to worst on some
characteristics. The rater first finds the employee with the highest performance and the
employees with the lowest performance in that particular job category and rates the former as the
best and the later as the poorest. Then the rater selects the next highest and next lowest and so on
until he rates all the employees in that group. Ranking can be relatively easy and inexpensive, but
its reliability and validity may be open to doubt. It may be affected by rater bias or varying
performance standards. Ranking also means that somebody would always be in the backbench. It
is possible that the low ranked individual in one group may turnout to be superstar in another
group. One important limitation of the ranking method is that size of the different between
individuals is not well defined. For instance, there may be little difference between those ranks
third and fourth.

3) Paired Comparison Method:

This method is relatively simple. Under this method, the appraiser ranks the
employees by comparing one employee with all other employees in the group, one at a time. As
illustrated, this method results in each employee being given a positive comparison total and a
certain %age total positive evaluation.

4) Forced Distribution Method:

 The rater may rate his employees at the higher or at the lower end of the scale under the
earlier methods. Forced distribution method is developed to prevent the raters from rating too
high or too low. Under this method, the rater after assigning the points to the performance of each
employee has to distribute his ratings in a pattern to conform to normal frequency distribution.
Thus, similar to the ranking technique, forced distribution requires the raters (supervisors) to
spread their employee evaluation in a prescribed distribution.
 This method eliminates central tendency and leniency biases. However, in this method
employees are placed in certain ranked categories but not ranked within the categories. Quite
often work groups do not reflect a normal distribution or individual performance. This method is
based on the questionable assumption, as group of employees will have the same distribution of
excellent, average and poor performers. If one department has all outstanding employees, the
supervisor would find it extremely difficult to decide who should be placed in the lower
categories. Difficulties can also arise when the raters most explain to the employee why he was
placed in one grouping and others were placed in higher groupings.

5) Checklist Methods:

The Checklist is a simple rating technique in which the supervisor is given a list of
statement or words and asked to check statements representing the characteristics and
performance of each employee. There are three types of checklist methods, viz, simple checklist,
weighted checklist and forced choice method.

6) Essay or Free From Appraisal:

 This method requires the manager to write a short essay describing each employee's
performance during the rating period. This format emphasizes evaluation of overall performance,
based on strengths weakness of employee performance, rather than specific job dimensions. By
asking supervisors to enumerate specific examples of employee behavior, the essay technique
minimizes supervisory bias and halo effect.

7) Group Appraisal:
 Under this method, an employee is appraised by a group of appraisers. This group
consists of the immediate supervisor of the employee, to other supervisors who have close
contact with employee's work, manager or head of the department and consultants.

This group uses any one or multiple techniques discussed earlier. The immediate
supervisor enlightens others members about the job characters, demands, standards of
performance etc. Then the group appraises the performance of the employee, compares the actual
performance with standards, find out the deviations, discusses the reasons therefore, suggests
ways for improvement of performance, prepares action plans, studies the need for change in job
analysis and standards and recommends change, it necessary. This method is widely used for
purpose of promotion, demotion and retrenchment appraisal.

8) Confidential Report:
 Assessing the employee's performance confidentially is a traditional method of
performance appraisal. Under this method, superior appraises the performance of his
subordinates based on his observations, judgments and institutions. The superior keeps his
judgment and report confidentially. In other words the superior does not allowed the employee to
know the report and his performance. Superior writes the report about his subordinates,
strengths. Weakness, intelligence, attitude to work, sincerity, commitment, punctuality,
attendance, conduct, character, friendliness, etc,
 Though confidential report is a traditional method, most of the public sector organizations
still follow this method in appraising the employee's performance. This method suffers from a
number of limitations.
SYSTEM OF PERFORMANCE APPRAISAL:

Performance appraisal is a nine-step process:

1. Establish performance standards.

2. Communicate standards/expectations to employee.
3. Measure actual performance due to the environment influences.
4. Adjust the actual performance due to the environmental influences.
5. Compare the adjusted performance what that of others and previous.
6. Compare the actual performance with standards and find out deviations, if any.
7. Communicate the actual performance to the employee concerned.
8. Suggest changes in job analysis and standard, if necessary.
9. Follow-up performance appraisal report.
 At the first stage, performance standards are established based on the job description
and job specification. The standard should be clear, objective and incorporate all the factors.

The second stage is to inform these standards to all the employees including
appraisers.
 The third stage is following the instructions given for appraisal, measurement of
employee performance by the appraisers through observations, interviews, records and
reports.
 Fourth stage is finding out the influence of various internal and external factors on
actual performance. The influence of these factors may be either inducing or hindering the
employee performance. The measured performance may be adjusted according to the
influence of external and internal factors. The performance derived at this stage may be taken
actual performance.
 Fifth stage is comparing the actual performance with that of other employees and
pervious performance of the employee and others. This given an idea where the employee to
the influence of external and internal factors. The performance derived at this stage may be
taken actual performance.
 Sixth stage is comparing the actual performance with the standards and finding out
deviations. Deviations may be positive or negative. If employee's performance is more than
standards, it is positive deviation and vice-versa is negative deviation.
 Seventh stage is communicating, the actual performance of the employee and other
employees doing the same job and discuss with him about the reasons for the positive or
negative deviations from the pre-set standards as the case may be.

Eighth stage is suggestions necessary changes in standards in standards, job analysis,

and internal and external environment.
 Ninth stage is follow-up of performance appraisal report. This stage includes guiding,
counseling, coaching and directing the employee or making arrangements for training and
development of the employee in order to ensure improved performance. If actual
performance is very poor and beyond the scope of improvement it is necessary to
take steps for demotion or retrenchment or any other suitable measure.
 Human Performance Employee

Performance Appraisal Feedback

Performance

Measures
Key elements of performance appraisal system are presented in figure
below.
Performance – Related

Standards

Human Resources Employee

Decisions Records
 Plan the performance

Determine responsibility for appraisal

Appraisal period

The usual work

Examine steps performed
are as follows

Appraisal the results

Conduct appraised interview

Discuss goals for next period

CHARACTERISTICS OF AN EFFECTIVE APPRAISAL SYSTEM:

The basic purpose of a performance appraisal system is to improve performance of

individuals, teams, and the entire organization. The system may also serve to assist in the making
of administrative decisions concerning pay increases, transfers, or terminations. In addition, the
appraisal system must be legally defensible. Organizations should seek an accurate assessment of
performance that permits the development of a plan to improve individual and group
performance.

The following factors assist in accomplishing these purposes;

• JOB RELATED CRITERIA: -

 Job relatedness is perhaps the most basic criteria in employee performance appraisal.
More specifically, evaluation criteria should be determined through job analysis.

• PERFORMANCE EXPECTATIONS: -

Managers and sub-ordinates must agree on performance expectations in advance of the appraisal
period. On the other hand, if employees clearly understand the expectations, they can evaluate their own
performance and may timely adjustments as they perform their jobs without having to wait for the
formal evaluation review.

• STANDARDIZATION: -

Firm should use the same evaluation instrument for all employees in the same job category-
who work for the same supervisor. Supervisors should also conduct appraisals covering similar
periods for these employees. Regularly scheduled feedback sessions and appraisal interviews for
all employees are essential.
 TRAINED APPRAISERS: -
The individual or individuals who observe at least a representative sample of job performance
normally have the responsibility for evaluating employee performance. This person is often the
employee's immediate supervisor. Training should be given to these appraisers to ensure accuracy and
consistency. A training module posted on the internet or company intranet may serve to provide
information for managers as needed.
• CONTINUOUS OPEN COMMUNICATION: -

Most employees have a strong need to know how well they are performing. A good appraisal
system provides highly desired feedback on a continuing basis. There should be few surprises in the
performance review.

• PERFORMANCE REVIEWS: -
 A performance review allows them to detect any errors or omissions in the appraisal, or an
employee may simply disagree with the evaluation and want to challenge it. Constant employee
performance documentation is vitally important for accurate performance appraisal.

• DUE PROCESS: -
 Ensuring due process is vital. If the company does not have a formal grievance procedure, it
should develop one to provide a employees an opportunity to appeal appraisal results that they consider
inaccurate or unfair. They must have a procedure for pursuing their grievances and having them
addressed objectively.
 OBJECTIVES OF THE STUDY

On the basis of the study the objective of the study are as follows :

 To study the need and importance of “Performance Appraisal”.

 To portray the profile of “Vivo Smart Phone Limited”.
 To study the performance appraisal implementation in Vivo Smart Phone
 To make data analysis and interpretation based on the perception of the employee in
 the organization.
 To summarize and find certain suggestions for the impotent of Performance Appraisal
system in the company.
RESEARCH METHODOLOGY
 After the objective of the study has clearly stated, the next step in formal research project
is to determine the source from which the data is required to be collected. The data collection is
an interesting aspect of the study achieving data effectively the information consists of two types
of data. The diagram is as follows:

Data collections:
a) Primary data:

The primary data are those, which are collected freshly and for the first time, from
the employees directly. It is collected through the following methods.

1. Questionnaire: A structure of questionnaire was prepared and distributed among

the employees & workers.

 2. Interview: Personal interviews and interaction with the employees and
contractor labour.

3. Observation: By observing the working environment.

b) Secondary data:
 The secondary data are those which have already been collected by someone or else which
have been passed through statistical process. Sources of secondary data can be categorized into
two broad categories named published and unpublished statistics. Various sources are available
namely books, synergies monthly (Chakaravahini) books etc. and also collected from various
files, records and synergies casting Ltd.
Size:

A sample of 40 employees has been selected .Although it looks to be a small

sample keeping in view the large number of employees it has to be limited because of
 time constraint(8 weeks).Even then the sample size is not considered to be small. It is
enough to draw conclusions.

Type:

Since employees from all levels (strata) namely the top level, the middle level, and
the lower level are bound to experience stress, the sample has to include employees from
all levels. Stratified random sampling technique was selected while preparing
questionnaire as this was the only technique that helped to draw conclusions accurately .
LIMITATIONS OF THE STUDY
 As the study revolves around the performance appraisal of human resources aspects the
overall organization performance cannot be ascertained. In spite of giving honest and sincere
efforts there are several limitations, which are as follows:

 The period of study is only for about 2months, which is a major constraint.

 The perception bias or attitude of the respondents may also act as hurdles to the study.
 The study is only confined to performance appraisal.

 The study cannot be oriented with all HRM practices followed by

 The sample size taken for the research is small due to the constraint of time.
DATA ANALYSIS AND INTERPRETATION
 Human Resources are the greatest assets for any organization. These recourses should
be developed to their fullest extent for the efficient functioning of an organization and their
performance needs to appraise continuously.

The present study is aimed at analyzing the “Performance Appraisal system” at OPPO
Smart Phone Limited from Jabalpur . There is a felt, need and justification to conduct surveys
and to know the perceptions of employees regarding existing practices. A structured
questionnaire has been surveyed among 40 respondents by adopting strata technique. And their
perceptions are analyzed and interpreted in this chapter.

For the purpose of survey, a sample of 40 employees has been taken into consideration
with a view to assess the "Performance Appraisal System" in OPPO Smart Phone Limited
Performance appraisal helps in the assessment of individual potential.
Q1. Is Performance Appraisal is the assessment
of individual potential ?
S.No. Rating Scale No. of Respondents In%
1 Strongly Agree 7 17.5
2 Neutral 4 10
3 Strongly Disagree 0 0
4 Agree 29 72.5
5 Disagree 0 0
Total 40 100
Graph-4.1
ANALYSIS:
From the above table-4.1 it can be known that 72 % of respondents have agreed
about the assessment of individual potential and 17.5 % of them have strongly agreed of the
above statement and 10 % of the employees are in a neutral stage and where none of them
have disagreed for the above statement. So majority of the respondents i.e. 72.5 % of the
respondents have agreed about the assessment of individual potential.
INTERPRETATION:
From the above analysis we can interpret that, some of the employees were in neutral
position, because the appraisal system in the organization was not in a full fledge way.

Q2 Is Performance Appraisal system followed in the organization is rational and fair ?

 S.No. Rating Scale No. of respondents ln%
1. Strongly Agree 1 2.5
2. Neutral 12 30
3. Strongly Disagree 1 2.5
4. Agree 22 55
5. Disagree 4 10
Total 40 100
Graph-4.2
ANALYSIS:
From the above table-4.2 it can be known that, 55% of respondents have agreed that die
performance appraisal system followed in the organization rational and fair and 30 of the
respondents are in neutral stage. Where as 2.5pciceiU of the respondents have agreed for the
above statement and 2.5petce&t of the respondents have strongly disagreed, where 10 % of the
respondents have disagreed for the above statement.
INTERPRETATION:
From the above analysis we can interpret that, some of the employees were in neutral
position. Because the organization doesn’t following the company’s policies fairly.

Q3 Is Job expectations are informed and the superiors set the tasks ?

S, No. Rating Scale No. of respondents In%

1. Strongly Agree 3 7.5
2. Neutral 10 25
3. Strongly Disagree 0 0
4. Agree 24 60
5. Disagree 3 7.5
Total 40 100
Graph-4.3
ANALYSIS:
From the above table-4.3 it can be known that, 60% of respondents have agreed that the
job expectations are informed and the superiors set die tasks. And 25% of die respondents are in
neutral stage and 7,5% strongly agree for above statement and where as 7.5% of the respondents
disagree for die above statement, none of them are in a stage of strongly disagree opinion.
INTERPRETATION:
 The above analysis shows that, some of employees were in neutral position. Because the
job expectations were not informed, and the tasks were not assigned by superiors properly.
Q4 Is Performance Appraisal followed in the Organization helps to the Training and
development needs of employee ?

S.No. RatingScale No. of respondents In%

1. Strongly Agree 6 15
2. Neutral 4 10
3. Strongly Disagree 0 0
4. Agree 27 67.5
5. Disagree 3 7.5
Total 40 100
Graph4.4
ANALYSIS:
 From the above table-4.4 it is found that, 67.5% of respondents have agreed for the
performance appraisal followed in the organization helps to assess the training and development
needs of employee and I5 % of them have strongly agreed in ID-% of the respondents are in
neutral stage and the remaining 7.5% of the respondents are in disagreed opinion. Where none of
them are is strongly disagreed opinion.

INTERPRETATION:
 The above analysis states that, majority of the employees opined that a good performance
appraisal system in the organization, helps to train and develop an employee in all aspects.

Q5 Is the Performance appraisal in the organization helps to recognize the competence and
potential of an individual ?

S.No. Rating Scale No. of respondents ln%

1. Strongly Agree 4 10
 2. Neutral 3 7.5
3. Strongly Disagree 1 2.5
4. Agree 30 75
5. Disagree 2 5
Total 40 100
Graph-4.5
ANALYSIS:
From the above table-4.5 it is found that, 75% of respondents have agreed for the
performance appraisal in the organization helps to recognize the competence and potential of
individual and 10 % of the respondents have strongly agreed, and 7.5% of the respondents are in
neutral stage and 5% are in disagreed opinion where as 2.5% of the respondents strongly disagree
for the above statement

INTERPRETATION:
 The above analysis elicits that, some of the employees were in neutral and disagree
position. Because the appraisal process in the organization is not that much effective.

Q6 Are Employees are happy with the assessment of performance followed in

the organization ?
 S.No. Rating Scale No. of respondents ln%
Graph-4.6 1. Strongly Agree 3 7.5

2. Neutral 14 35
3. Strongly Disagree 0 0
4. Agree 18 45
5. Disagree 5 12.5
Total 40 100
ANALYSIS:
From the above table-4.6 it is found that, 45% of respondents have agreed that they are
happy with the assessment of performance appraisal followed in the organization. And 35 % of
the respondents are in neutral stage and 12.5% of the respondents are in a disagreed stage where
7.5% have strongly agreed for the above statement but none of them have strongly disagreed for
this statement.
INTERPRETATION:
 We can interpret that, most of the employees were in disagree and neutral position.
Because the assessment system in the organization was not up to the mark.
Q7 Are Employees have been appraised fairly according to the company's policies ?

S. No. Rating Scale No. of respondents In %

1. Strongly Agree 2 5
2. Neutral 13 32.5
3. Strongly Disagree 0 0
4. Agree 23 57.5
5. Disagree 2 5
 Total 40 100

Graph-4.7
ANALYSIS:
From the above table-4.7 it is found that, 57.5% of respondents have agreed that the
employees have been appraised fairly according to the company policies and 32.5% of the
respondents are neutral stage and 5% of them are strongly agree and where as 5% of the
respondents disagree for the above opinions and none of them have disagree for the above
opinion.
INTERPRETATION:

Here we can state that, most of the employees were in disagree and neutral position.
Because performance appraisal was not done fairly according to the companies policies.
Q8 Do you give any Advises and suggestions are given to the employees during the
appraisal process ?

S. No. Rating Scale No. of respondents In%

1. Strongly Agree 3 7.5
2 Neutral 15 37.5
3. Strongly Disagree 0 0
4. Agree 10 25
 5. Disagree 12 30
Total 40 100
Graph-4.8
ANALYSIS:

From the above table4.8 it is found that, 30 % of respondents have disagreed that advises
and suggestions are given to the employees during the appraisal process and 25% of them have
agreed and 7.5% of the respondents strongly agree and majority of the respondents i.e. 37.5% are
in a neutral stage and none of them have disagreed for the above statement.
INTERPRETATION:

The above analysis exhibits that, employees are expecting many more suggestions and
advises, during the appraisal process that would be helpful for their career.
Q9 Are employees accept the appraisal feed back as ?

S. No. Rating Scale No. Of respondents %

1. Positive way 3 7.5

2. Uninteresting 15 37.5
3. Negative way 0 0
4. Neutral 10 25
 Total 40 100
Graph-4.9:
ANALYSIS:

From the above table-4.9 it is found that, 50% of respondents have a positive way
regarding acceptance of the appraisal feed back. And 47.55 of them are in a neutral opinion and
2.5% of the respondents feel it uninteresting on the above statement. And none of them have a
negative acceptance of this statement
INTERPRETATION:

This analysis shows that, employees are not much interested in taking the appraisal
feedback.
Q10 The appraiser of the company should be.

S.No. Rating Scale No. of In%

respondents
1. Superior 13 32.5
2. HOD 25 62.5
3. Subordinate 1 2.5
4. Peer groups 1 2.5
Total 40 100
Graph-4.10
ANALYSIS:

From the above table-4.10 it is found mat, 62.5perecent of respondents feel that their HOD
should be their appraiser and 32.5% of them feel that their superior should be the appraisal and
2.5% of the respondents feel that their subordinates and peer groups should be the appraiser.

INTERPRETATION:
 This states that, the appraiser should be the head of the department, the employee feel that
he is the right person to evaluate their performance.
Q11 Employee need to be assessed as.

No. of
S.No. Rating Scale In%
respond
1. Once in 3 months eents 8 20
2. Once in 6 months 11 27.5
3. Once in a year 21 52.5
 Total 40 100

Graph-4.11
ANALYSIS:

From the above table-4.11 it is found that, 52.5% of respondents feel that their appraisal
system should be once in a year and 27.5% of the respondents feel that it should be twice in a
year (6 months) and where as 20% of the respondents feel that it should be for every 3 months.

INTERPRETATION:
 Here, the employees felt that, they need to be assessed once in a year, as they felt it is a
right period of time to assess the performance.

Q12 Is the performance appraisal followed in the organization makes the employees .

S.No Rating Scale No. of Respondents In%

1 Motivating 38 95
2 De motivating 2 5
Graph-4.12
ANALYSIS:

From the above table-4.12 it is found that, 95% of respondents are motivated towards
performance appraisal followed in the organization and 5 % of the respondents demotivates for
the above statement.
 So majority of the respondents i.e.. 95 % of the respondents have motivated towards the
appraisal system followed in the organization.

INTERPRETATION:

From the above study, employees felt performance appraisal system as a motivating
factor.
Q13 Can you give any Types of errors / problems have impact on performance rating in the
Organization ?

S. No Rating Scale No of In%

Respondents
1 Influence 9 22.5
2 Attitude 16 40
3 Biased 8 20
 4 Personal Grudge 1 2.5
5 Subjectivity 5 12.5
6 Status Effect 1 2.5

Graph-4.13
ANALYSIS:
From the above table-4.13 it is observed that, appraisal system is rated by attitude that is
40% and 22.5% of the respondents by influence and 20% by biased, 12.5% by subjectivity and
2.5% by personal grudge and remaining 2.5% by status effect.
INTERPRETATION:
 The employees opined that, attitude factor have a greater impact on the performance
appraisal system.
Q14 Do you give any Feedback on Performance is communicated after assessment of the
Performance ?

S.No Rating Scale No of Respondents In%

1 Yes 19 47.5
2 No 21 52.5
Graph-4.14
ANALYSIS:

From the above table-4.14 it is found that, 52.5% of respondents disagree that feed back
on performance is communicated after assessment of the performance appraisal. And 47.5% of
the respondents agree for the above statement.

So majority of the respondents i.e. 52.5 % of the respondents have disagreed that the
feedback on performance is communicated after assessment of the performance appraisals.
INTERPRETATION:

Here, the some of the employees express their view that, the performance feedback
need not be communicated after the assessment, while some of them felt that it is essential.
Q15 Is there Employees are aware of 360-degree appraisal ?

S.No Rating Scale No of Respondents In%

1 Yes 11 27.5
2 No 29 72.5

Graph-4.15
ANALYSIS:

From the above table-4.15 it is found that, 72.5% of respondents are aware of
360-degree appraisal and 27.5% of die respondents are not known of 360-degree
appraisal.

So majority of the respondents i.e.. 72.5 % of the respondents have agreed that
they were aware of 360 degree appraisal
INTERPRETATION:

Here from the above study it is known that, the employees are not completely
aware of 360-degrees appraisal system.
 SUGGESTIONS

As per the study the following are the suggestions:

 The Performance Appraisal in the organization should be in a full fledge way

so that the others will be accepting this.

 As the Performance Appraisal is helpful to the employees by the assignment of

 superiors task by training & development which should be more effective so

that the other employees will also be attracted.

 The Performance Appraisal should be assist effectively to the employees as it

recognizes the competence and potential of an individual.

 Employee’s appraisal should be fairly done according to the companies policies

 so that it will assist the performance of the employees.

 The company should give some advises and suggestions to the employees

during the process and should get there feedbacks about the process.

 The employees should assess and appraised by their HOD once in a year.

 The employees should be aware of 360 degrees appraisal and the organization
should follow this to motivate the employees.
 FINDINGS

 More than half of the employees (72.5%) agree that Performance Appraisal is the
assessment of individual potential.
 Some of the employees (30%) neutral that Performance Appraisal system followed
in the organization is rational and fair.
 Some of the employees (25%) neutral that Job expectations are informed and the
 superiors set the tasks.
 Most of the employees (67.5%) agree that Performance Appraisal followed in the
Organization helps to the Training and development needs of employee.

 Some of the employees (5%) disagrees that The Performance appraisal in the
organization helps to recognize the competence and potential of an individual
 Less than half of the employees (35%) disagrees that they are happy with the
assessment of performance followed in the organization.
 most of the employees (32.5%) neutral that they have been appraised fairly
according to the company's policies.
 Most of the employees (30%) disagrees that Advises and suggestions are given to
the employees during the appraisal process.
 Most of the employees (37.5%) uninterestingly accept the appraisal
feedback.
 Most of the employees (62.7%) feel that appraisal should be given by HOD.
 Most of the employees (52.5%) that they need to be assessed as once in a year.
 All most of the employees (95%) feels that the performance appraisal followed in
 the organization makes the employees Motivated.
 Most of the employees (40%) think that attitude have impact on performance
rating in the Organization.

CONCLUSION
■ The options required strong motivation to face the challenges.
■ Proper training and satisfaction at all levels will be the strongest foundation to

launch an assault on the challenges and convert the challenges to opportunities

through effective performance appraisal measures in the organization.

Industry most response like wise

 In future performance appraisal measures will have to be planned in relation to the

changes taking place.

 The performance measures leads exist both at fresh entry level as well as to

continuing education level for working personnel.

 An effective safety measures based on emerging trends suggests model for achieving

the targets which will make paper industry in India truly competitive.
 BIBLIOGRAPHY
Books:
 Donald L. Kirkpatrick, 2006, Improving Employee Performance through
Appraisal and Coaching.
 Richard Rudman, 2003, Performance Planning and Review.
 Roger E. Herman, 1997, The Process of excelling, oak Hill press.
 P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial
Relations, Himalaya Publishing House.
Journals:

 Gitam Journal of Management.

 Journal of Occupational and Environmental medicine.
 Indian Journal of Social Work.
 Indian Journal of Human Resource.
www.google.com
 ANNEXURE

1. Is Performance of Appraisal helps in the assessment individual potential?

Strongly Agree Agree

Neutral Disagree
 Strongly Disagree

2. Does the Performance Appraisal system followed in the organization is rational

and fair?

Strongly Agree Agree

 Neutral Disagree

Strongly Disagree

3. Whether the Job expectations are informed and the superiors set the tasks?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree
4. Does the performance Appraisal followed in the organization helps to assess
the training and development needs of employee?

Strongly Agree Agree

Neutral Disagree
Strongly Disagree
5. Does the Performance appraisal in the organization helps to recognize the
competence and potential of an individual?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree
6. Whether the employees happy with the assessment of Performance followed in the

organization?

Strongly Agree Agree

Neutral Disagree
Strongly Disagree
7. Does the Employees appraised fairly according to the company’s policies?

Strongly Agree Agree

Neutral Disagree
Strongly Disagree
8. Does the Advises and suggestions are given to the employees during the

appraisal process?

Strongly Agree Agree

Neutral Disagree
 Strongly Disagree

9. How do the employees accept the appraisal feedback?

Positive way Negative way

 Uninteresting Neutral

10.Who should be the appraiser?

Superior Subordinate
 HOD Peer group

11. How often should an employee be assessed?

Once in 3months

Once in 6months

Once in a year
12. How the performance appraisal followed in the organization?

Motivate
 Denominative

13.What types of errors / problems have impact on performance rating in

the organization?

Influence Biased Subjectivity Status Effect

Attitude Personal Grudge

14. Whether the Feedback on performance communicated after assessment of the

Performance?

Yes No

15. Are you aware of 360-degree appraisal?

Yes No