SUMMER TRAINING PROJECT REPORT

ON

Performance Appraisal System Of

RSHR Services at Lucknow

Submitted in partial fulfillment of the requirement of

Master of Business Administration,
UNDER THE GUIDANCE OF
(MAANSI MISHRA)
(CO-ORDINATOR)

Submitted By- POOJA YADAV

MBA 2ND YEAR
ROLL NO. 1543170036

B.N.COLLEGE OF ENGINEERING & TECHNOLOGY

LUCKNOW
(Affiliated to APJAKTU)
 TABLE OF CONTENTS
Page no.

A. PREFACE 3

B. ACKNOWLEDGEMENT 4

C. PART- 1

 INTRODUCTION 6

 COMPANY PROFILE 49

D. PART-2

 NEED OF THE PROJECT 61

 RESEARCH METHODOLGY 63

 FINDINGS 84

 SUGGESTIONS 86

 CONCLUSION 88

 BIBLIOGRAPHY 89

 APPENDIX 90
 INTRODUCTION

PERFORMANCE APPRASIAL

A performance appraisal has been defined as any personnel decision that affects the status of
employee regarding their retention, termination, promotion, transfer, salary increase or decrease,
or admission into a training program.

Performance appraisal is a systematic evaluation of present and potential capabilities of

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

Performance appraisal can be either formal or informal. Formal system is used for schedule
regular sessions in which an employee’s performance is discussed. Informal appraisals are
unplanned, often just chance statements made in passing about an employee’s performance. Most
organizations use a formal appraisal system. Some organization use more than one appraisal
system for different types of employees or for different appraisal purposes. Organizations need to
measure employees performance to determine whether acceptable standards of performance are
being maintained. The six primary criteria on which the value of performance may be assessed
are: quality, quantity, timeliness, cost effectiveness, need for supervision, and interpersonal
impact. The trend nowadays is in the direction of attempting to measure what the man does
rather than what he is- to measure what is the output rather than what is the input. The
observations and understanding of the performance appraisal process helped reduce a
monumental task into something much more manageable.

Performance appraisal is a method of evaluating the behavior of employees in the workspot,

normally including both the quantitative and qualitative aspects of job performance. It is
systematic and objective way of evaluating both work-related behavior and potential of
employees. It is a process that involves determining and communicating to an employee how he
or she performing the job and ideally, establishing a plan of improvement.

Performance appraisal could be taken either for evaluating the performance of employees or for
developing them. The evaluation is of two types: telling the employees he stands and using the
data for personnel decisions concerning pay, promotions, etc. The developmental objectives
focus on finding individual and organizational strengths and weaknesses; developing healthy
superior-subordinate relations; and offering appropriate counseling/coaching to the employee
with a view to develop his potential in future.

Appraisal of employees serves several useful purposes:

1. Compensation decisions: It can serves as a basis for pay raises. Managers need
performance appraisal to identify employees who are performing at or above expected
levels. This approach to compensation is at the heart of the idea that raises should be
given merit rather than for seniority. Under merit systems, employee receives raises
based on performance.
2. Promotion decisions: It can serves as a useful basis for job change or promotion. When
merit is the basis for reward the person doing the best job receives the promotion. If
relevant work aspects are measured properly, it helps in minimizing feelings of
frustration of those who are not promoted.
3. Training and development programs: It can serve as a guide for formulating a suitable
training and development program. Performance appraisal can inform employees about
their progress and tell them what skills they need to develop to become eligible for pay
raises or promotions or both.
4. Feedback: performance appraisal enables the employee to know how well he is doing on
the job. It tells him what he can do to improve his present performance and go up the
‘organizational ladder’.
5. Personal development: Performance appraisal can help reveal the causes of good and
poor employee performance. Through discussions with individual employees, a line
 manager can find out why they perform as they do and what steps can be initiated to
improve their performance.

Main features
A performance appraisal is a systematic general and periodic process that assesses an individual
employee's job performance and productivity in relation to certain pre-established criteria and
organizational objectives. Other aspects of individual employees are considered as well, such
as organizational citizenship behavior, accomplishments, potential for future improvement,
strengths and weaknesses, etc.

To collect performance appraisal data, there are three main methods: objective production,
personnel, and judgmental evaluation. Judgmental evaluations are the most commonly used with
a large variety of evaluation methods. Historically, performance appraisal has been conducted
annually (long-cycle appraisals); however, many companies are moving towards shorter cycles
(every six months, every quarter), and some have been moving into short-cycle (weekly, bi-
weekly) performance appraisal. The interview could function as "providing feedback to
employees, counseling and developing employees, and conveying and discussing compensation,
job status, or disciplinary decisions". Performance appraisal is often included in performance
management systems. Performance appraisal helps the subordinate answer two key questions:
first, "What are your expectations of me?" second, "How am I doing to meet your expectations?"

Performance management systems are employed "to manage and align" all of an organization's
resources in order to achieve highest possible performance. "How performance is managed in an
organization determines to a large extent the success or failure of the organization. Therefore,
improving PA for everyone should be among the highest priorities of contemporary
organizations".

Some applications of PA are compensation, performance improvement, promotions, termination,

test validation, and more. While there are many potential benefits of PA, there are also some
potential drawbacks. For example, PA can help facilitate management-employee
communication; however, PA may result in legal issues if not executed appropriately, as many
employees tend to be unsatisfied with the PA process. PAs created in and determined as useful in
the United States are not necessarily able to be transferable cross-culturally.

The main purpose of appraisal is to give the appraisee the opportunity to reflect on
their work and learning needs in order to improve their performance. This can be achieved
through discussing their development and feedback on their job performance in a way that is
constructive and motivational.
 Definition
The process by which a manager or consultant (1) examines and evaluates an
employee's work behavior by comparing it with preset standards, (2)documents the results of the
comparison, and (3) uses the results to provide feedback to the employee to show
where improvements are needed and why.
Performance appraisals are employed to determine who needs what training, and who will be
promoted, demoted, retained, or fired.

The management forma accentuated objectives and contained consistent standards for all
management. The appraisal form for no management positions focused on job-relate
accountabilities included specific measures of performance, and incorporate differential
weighting schemes. However, it did not include objectives for individuals or teams, nor did it
encourage personal growth and development (PA) some authors have defined performance
appraisal. These definitions of performance appraisal are given below:

Definition of performance appraisal:

1. The process by which an employee’s contribution to the organization during specified

period of time is assessed.

- C. D. Fisher L. F. Schoenfeldt and J. B. Shaw

2. “Performance appraisal as means of evaluating aim employee’s current and or past

performance relative to his or her performance standards”.

- Gary Dessler
3. “Performance appraisal is defined as a systematic periodic evaluation of the worth of an
individual of an organization, usually mad by a superior or someone in position to
observe his performance”.

- Bellows

4. “Performance appraisal is the systematic evaluation of the individual with respect to this
performance on the job and his potential of development”.

- Beach

5. “Performance appraisal is the process by which organization evaluate individual job

performance”.

- William B. Weather and Keith Davis

6. “Performance appraisal as a systematic evaluation review of employee meaningful job

behavior with respect to their effectiveness in meeting their job requirements and
responsibilities”.

- John Douglas, Stuart Klein and David Hunt

7. Performance appraisal is the process an employer uses to determine whether an

employee is performing the job as intended. ( Merit rating, efficiency rating, service
rating and employee appraisal arc’ others frequently used terms for performance
appraisal)

- Leon C. Megginson

8. “Performance appraisal as the systematic description of an employee’s job-relevant

strengths and weaknesses”.
 -Wayne F. Cascio

Improvements-
Although performance appraisals can be so easily biased, there are certain steps that can be taken
to improve the evaluations and reduce the margin of errors through the following:

 Training - Creating an awareness and acceptance in the people conducting the

appraisals that within a group of workers, they will find a wide range in difference of
skills and abilities.

 Providing Feedback to Raters - Trained raters provide managers who

evaluated their subordinates with feedback, including information on ratings from
other managers. This reduces leniency errors.

 Subordinate Participation - By allowing employee participation in the

evaluation process, there is employee-supervisor reciprocity in the discussion for any
discrepancies between self ratings and supervisor ratings, thus, increasing job
satisfaction and motivation.

Opposition
Not everyone is in favor of formal performance appraisal systems. Many employees, especially
those most affected by such ratings are not very enthusiastic about them. There are many critics
of these appraisals including labor unions and managers.

Labor Unions
Labor unions represent 11% (7% in the private sector) of the work force in the United States. In
some cases they may require that seniority be taken as one of the main criteria for promotion.
However, length of job experience may not always be a reliable indication of the ability to
perform a higher level job. That is why some employers give senior people the first opportunity
for promotion, but the employer may seek to further qualify the employee for that promotion
because of their abilities (not solely because of length of service). Performance appraisals may
provide a basis for assessment of employee merit as a component of these decisions.

Managers
Managers who have had unsatisfactory experiences with inadequate or poorly designed appraisal
programs may be skeptical about their usefulness.

 Some managers may not like to play the role of a judge and be responsible for the future of
their subordinates.
 They may be uncomfortable about providing negative feedback to the employees.
 This tendency can lead them to inflate their assessments of the workers’ job performance,
giving higher ratings than deserved.

The main purpose of appraisal is to give appraise the opportunity to reflect on their work and
learning needs in order to improve their performance. This can be achieved through discussing
their development and feedback on their job performance in a way that is constructive and
motivational.

Importance of Performance Appraisal

 To estimate the overall effectiveness of employees in performing their jobs.

 To identify strengths and weakness in job knowledge and skills,

 To determine whether a subordinate’s responsibilities can be expended,

 To identify future training and development needs,

 To review progress toward goals and objectives,

  To determine readiness for promotion,

 To motivate and guide growth and development.

Objectives of Performance Appraisal -

Performance appraisal plans are designed to meet the needs of the organization and the
individual. It is increasingly viewed as central to good human resource management. The broad
objectives of performances appraisal are:

 To help the employee to overcome his weaknesses and improve his strengths so as to
enable him to achieve the desired performance.
 To generate adequate feedback and guidance from the immediate superior to an
employee working under him.
 To contribute to the growth and development of an employee through helping him in
realistic goal setting.
 To provide inputs to system of rewards (comprising salary increment, transfer,
promotions, demotions or terminations) and salary administration.
 To help in creating a desirable culture and tradition in the organization.
 To help the origination to identify employee for the purpose of motivating, training
 To generate significant, relevant, free, and valid information about employees.

In brief, the main purposes of performance appraisal are:

 To review past performance;

 To assess training needs;

 To help develop individuals;

1. To audit the skills with in organization;

2. To set targets for future performance;

 3. To identify potential for promotion.

In short, the performance appraisal of an organization provides systematic

judgments to backup wage and salary administration; suggests needed changes in one’s
behavior, attitudes, skills, or job knowledge; and uses it as a base for coaching and
counseling the individual by his superior. Appraising employee performance is useful for
compensation, placement, and development purposes.

Types of Performance Appraisal-

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

1. Close-ended appraisal system- This system commonly used in Government

organizations and public enterprises, and a confidential report are submitted on the
performance of the employee in the organization. The main shortcoming of this system
is that an individual is not informed about his/her inherent strengths and weakness and,
therefore, is not given an opportunity to respond to the assessment made on him/her.

2. Open ended appraisal system- In this system, the performance of the

individual is discussed with him, and he is ranked in a five or ten point rating scale. The
company used this tool primarily for rewarding a good performer or for other
considerations like promotions. The main weakness of this system is that all the
employees are ranked in particular scale, and whereas the good performers are rewarded,
there is no concerted effort to motivate the average performer in performing better.
 Another weakness of the grading system is that the appraisal may turn out to be more
subjective in nature due to insufficient data maintained on the individual.

Six Steps of the Performance Appraisal Process-

The performance appraisal process is one that few look forward to. However,
understanding the process can help managers and employees conduct a more
fruitful appraisal. At the University of Texas at Dallas, managers are taught that
"A chief purpose of any performance appraisal program is employee
development. This goal is accomplished by helping the employee to do a better
job and by developing in the employee the knowledge and skill to meet the future
needs of the work unit and the institution."

Establish a File
For managers to be effective and help employees develop skills and capabilities, essential to
begin the performance management process on the employees first day. Create a file for each
employee and record the accomplishments, areas for improvement and regular feedback
throughout the year.
Provide Regular Feedback
Regular feedback should occur at least once each quarter and more frequently if an employee
needs encouragement or motivation. According to the American Society for Clinical Laboratory
Science, The performance management process starts with employee planning and ends with an
evaluation of employee progress. Managers and employees should meet to discuss planning and
goals throughout the year. If possible, formally sitting down with your supervisor or manager on
a quarterly basis is optimal. The process, at its best, is a collaborative one which should add
value for both the employee and the employer. Employees thrive on feedback because it ensures
they are performing job duties and responsibilities according to the company’s expectations. The
feedback can be given in a casual manner, provided the topic of the feedback is suitable for a
casual meeting. Always document any feedback you provide to employees, even if is just to say.
Discipline Issues
Throughout the year, an employee may engage in behavior that warrants disciplinary action.
Your company procedure for addressing discipline should include a requirement to document
every disciplinary action taken. All disciplinary issues and improvements are taken into account
during the annual performance appraisal meeting.
Management by Objectives
Management by objectives, or MBOs, is another step in the performance appraisal process used
for some employees who have defined goals and steps to achieve each goal. These MBOs really
should be reviewed quarterly to track progress or redefine the goal if neither of you see enough
progress. MBOs are also particularly helpful to employees who are on a professional career track
within your business.
Conduct the Appraisal Meeting
As the time nears for scheduling the appraisal meeting, begin preparing the performance
appraisal document. Many companies have lengthy forms that require managers to record
relatively detailed information about the employees performance in all areas of the job.
Performance is rated in areas such as job proficiency, interpersonal relationships, communication
skills and aptitude. Some employers consider employee self-evaluations. In these cases, the
employee should prepare her comments about her performance during the past year. Both the
manager and the employee should feel comfortable during the appraisal meeting. Tension will
just make the meeting agenda much more difficult and uncomfortable than it needs to be.
Follow Up Action
After the performance appraisal meeting, there will likely be follow up matters such as
discussing areas for improvement, establishing goals for the next year and confirming the
employee's salary or wage increase. In addition, the manager and employee may schedule
another time to discuss irresolvable issues that arise during the performance appraisal meeting.
 REASEARCH METHODOLOGY

Problem:
This study was undertaken to determine the satisfaction level of the employees with their
Performance Appraisal Technique. The research literature says that 360 degree performance
evaluation technique has been proved not to be very effective (according to Watson Wyatt's 2001
Human Capital Index (HCI)).

Rationale of problem:
The following are the rationale behind the problem.
 360-degree feedback as a performance appraisal technique is found to be not very
effective.
 Single performance appraisal systems are found to be ineffective.

Variable:
In this study, the main variable was performance appraisal. To know the effectiveness of this
technique, the present study was designed to compare and measure the satisfaction level of the
employees with regards to the Performance Appraisal Technique used between these three
companies.

Objective:
The main objective of this research is to study and compare the Performance Appraisal
Technique and measure the satisfaction level of the employees with the Performance Appraisal
Technique RSHR SERVICES..

Scope of the Survey: - This project was undertaken to know the extent to which
the employees of RSHR SERVICES., is satisfied and happy with their performance appraisal
system and environment which exists in that organization.
Research Design
A Research design is purely and simply the framework or plan for a study that guides the
collection and analysis of data. The survey research was used in this project, because employees’
feedback was necessary for obtaining the data.
Since the project is being conducted in RSHR SERVICES. On satisfaction level, in the hope of
new findings, we can RSHR SERVICES.ude that this is an ‘Exploratory’ type of research.

Area of Information
The study was to be done on certain specific area of information. These could be classified into:
 Organizational System
 Supervision
 Role Clarity

Psychological Tool
The following psychological tool used in this study:
Employees Performance Appraisal Satisfaction Level Questionnaire (Investigated 2012).
The survey research was used in this project, because employee feedback was necessary for
obtaining the data.

Sample Size: The survey was conducted in the organization, 100 respondents from each
organization. All these respondents were from the executive level of the organization.
The sampling unit is only the employees of the organization. Sample unit consists of one
employee per questionnaire. This survey was done inside the organization.

Precautions:
 The sampling used for this study was a ‘simple random sampling’ method.
 The questionnaire was filled by directly meeting the employees of the organizations. All
the questions were answered by the respondents.

CHAPTER -II

COMPANY PROFILE

We provide HR Services, HR Training and Manpower, Compliance Services with an aim

to provide value aided service to employers with in-depth understanding of requirements.
 We Always Invites HR Professional / Fresh MBA HR /Pursuing MBA/Graduates/PG for
HR Practical Training Classes with Real Time Exposure. We are having dedicated teams
for each client organization. With right combination of people, process, knowledge
sharing and technology we provide cutting edge, outsourcing and Training solutions. We
spend time with every candidate in person, to understand better about their skills and
realize goals, then guide them towards the suitable and best job within our client.

 Presentations/Demonstration/Practical of concepts.
 Handouts/Assignments/Real-time Exposure to work on Clients.

Incepted with a broader focus on delivering scalable solutions to maintain consistency in

providing quality training and placement solutions, we, at RSHR Services are competent
and professionally proficient training & development company. Having an expert trainer
with an unmatched professionalism and expertise in providing quality training, we have
proven best to our words. Several students have gained excellence in the domains they
were striving to reach through our quality training.

VISION AND MISSION:

We aspire to apply excellence, candor and sincerity in our efforts to empower our
generation with knowledge and diligence to master corporate standards.
Learner's satisfaction is ensured through, best mix of desirable sincerity that our
professionals are a way ahead with. Satisfaction of learner is all what we seek. We tend to
provide individual focus to each of our learner to recognize a career with a fusion of
skills knowledge and attitude.

Satisfaction of RSHR Services India learner's is our goal and we aim to make sincere
efforts in providing best results.

Our Services:-
 HR Practical Training
  HR Audit Services
 HR Payroll Services
 Out Sourcing Services
 Compliance Services (ESIC, PF, BONUS, Etc.)
 Tax Consultant

HUMAN RESOURCE PRACTICAL TRAINING-

Module 1- Recruitment and Selection

 Recruitment Needs Importance and Types (External, Internal and Head Hunting).
 How vacancy created in any organization.
 Recruitment and Selection Cycle.
 Sourcing, Screening and Short listing of desired candidates by using different job portals
like Timesjob, Naukri, Shine.com and other free job portals.
 How to write Job Description.
 Joining Formalities for a new employee.
 Induction and Orientation Training.
 Exit Formalities, Full and Final Settlement.

Module 2 – Statutory and Legal Compliance

 ESIC Act – About Act, Applicability, Contribution Details from Employee and Employer,
Generate Online Challan, Benefits, Forms and their usage.
 PF Act – About Act, Applicability, Contribution details from Employee and Employer,
Generate Online Challans and Returns, Forms and their usage.
 Bonus Act – About Act, Applicability, Bonus Sheet Preparation, Bonus and Ex-gratia,
Forms and their usage.
 Gratuity Act – About Act, Applicability, Gratuity Amount Calculation, Forms and their
usage.
  Minimum Wages Act – About Act, Applicability, How to find Current Minimum Wages,
Forms and usage.
 Shop and Establishment Act – About Act, Applicability, Forms and usages.

Module 3 – Payroll Processing

 Salary Structure.
 Various Allowances like Basic, DA, Food Allowances, CCA, Special Allowances,
Medical Allowances, Conveyance Allowances, Night Shift Allowances etc.
 Salary Sheet Preparation.
 Salary Slip Preparation.
 Calculation of Net Salary, Gross Salary and CTC.
 Attendance Register Preparation.
 Leave Management System and Leave Adjustment Details.
 Leave Register Preparation.
 Journal Voucher (JV) Preparation.
 Various Deductions from Salary like TDS, Loan and Advance, PF, ESIC, Professional
Taxes, Labor Welfare Fund etc.
 Loan and Advance Register Preparation.

Module 4 – TDS and Tax Slab

 Tax Slab Process.
 Calculation of Income Tax for Salaried Men, Women, and Senior Citizens.
 Tax Exemptions & Rebate under Different Sections of Income Tax Act (Section 80 C,
80D, 80DD, 80E, 80U, Conveyance Allowances, HRA etc. ).
 Different Form used for TDS (Form 16, 24Q, etc.).
 VAT
 Professional Taxes and LWF.
Module 5 – Computer Lab Session
 HR MIS Report generation.
 Usage of Formula and Functions of MS Excel Like V-lookup, H-lookup, Split and Freeze
Panes, IF, Count if, Auto & Advance Filters etc.
 Pivot Tables.
 PF and ESIC Excel Report Preparation.
 Salary Slip Design.
 Attendance Sheet Preparation in Excel.
 Leave Register, Loan & Advance Register preparation in Excel etc.

Module 6 – Contract Labor (Regulation and Abolition) Act 1970 & Factory
Act 1948
Contract Labor (Regulation and Abolition) Act 1970 – Act, Applicability,
Registration and Licensing process, Forms and their usage, Various Registers to be maintained.
Factory Act 1948 – About Act, Applicability, Working Hours, Forms and Registers to be
maintained, Health and Safety, welfare etc.

Module 7 – Organizational Development, PMS, Appraisals, Employee Grievances

 PMS, It’s Use, Importance and Benefit.
 Various Steps in PMS.
 KRA, KPA and KPI.
 How to Monitor Performance.
 360 Degree Appraisal Methods.
 Training and Development.
 Why Training is Important.
 Organizational Development.
 Disciplinary Actions and misconduct.
  Learn about Wrongful Termination and Right Termination Process.
 Code of conduct and Misconduct.
 Sexual harassment and Visakha Guidelines.

Module 8 – Interview and Personality Development Session

 HR Interview cracking techniques.
 Types of HR Interview Questions.
 Negotiation Skills.
 Dressing, Personal Hygiene, Proper Sitting, and Eye Contact techniques.
 Effective Communication and Personality Development.
 Learn how taking techniques to final a candidate.
 Group Interview.
 Group Discussion.

HR ADUIT SERVICES:-

HR Compliance Audit Services

A compliance audit from HR Works is an excellent way to protect your business and ensure
compliance. We will conduct an independent analysis of your organization’s personnel
documentation, benefits administration, record keeping and human resources practices, auditing
for compliance, efficiencies, and best practices.

HR Compliance Services Audit Process

 A pre-audit checklist will be provided to you with a list of documents we will review
during the audit.
 An HR Works Consultant will meet with you onsite with the appropriate representative(s)
of your company to conduct the HR Audit.
  At the completion of this analysis, we will provide a written report to your company. This
report will outline recommendations for strengthening the HR function, prioritize those
recommendations, and provide information to substantiate the recommendations. We will
also provide you with a toolkit to assist you in implementing recommendations.
 An HR Works Consultant will conduct a follow up meeting to review the results of the
audit with the appropriate personnel.

What areas does the Compliance Audit cover?

 Recruitment and Screening

 Job Offer and New Hire Process
 Training
 Orientation
 Job Descriptions
 Employee Handbook
 Performance Feedback
 Termination Practices
 Wage Payments and Payroll Deductions
 Exempt and Non-Exempt Classifications
 Employee versus Independent Contractor Status
 Recording and Reporting Hours Worked
 Meal and Rest Periods
 Overtime
 Commission Agreements
 Leave Management
 Benefits Practices
 Equal Employment Opportunity
 Recordkeeping Requirements
  Personnel File s
 OSHA Reporting
 Posting Requirements
 Safety Issues

HR PAYROLL SERVICES:-
RSHR SERVICES provides you with a full-fledged payroll solution that reduces your processing
costs while ensuring accurate, streamlined and consistent execution of your payroll and
compliance needs. Starting from payroll processing to tax proof management, expense
management, leave/absence management, client self service, employee self service, query
management and reports & analytics are offered as managed payroll services. Here are some of
the key highlights of our services.

Payroll processing
In addition to keeping up with constantly changing regulations, withholding rates and
government forms, payroll processing is a time-consuming and costly task for most businesses.
Let RSHR SERVICES take care of the heavy lifting for you – Payroll processing and
administrative functions that don't necessarily add to your bottom line. Our payroll processing
services include.

 Support through the entire employee life-cycle, from date of joining to exit.
 Cost effective and timely payroll processing.
 Delivery of bank advice statements and customized MIS reports.

Payroll statutory compliance

RSHR SERVICES is equipped with world class tools to help you strictly adhere to the
requirements of payroll compliance legislations, Our services include.

 Generating statutory reports which include preparation and filing of PF forms, challans
and inspections.
  Remittance of taxes as per the respective local statutory norms.
 Preparing and submitting ESI wages and assisting on audits and inspections.

Reports and analytics

Our payroll analytics tool is customizable to fit a company's specific needs and it provides
secure, web based access to the labor and workforce data required to make sound business
decisions. Our payroll analytics tool provides

 Employee pay/labor distribution details.

 Joining and separation trends.
 Loan & recovery statements.
 Employee turnover and retention information.

See more at: http://www.RSHR Services. in/payroll-services/services#sthash.HR0ibJkK.dpuf

TAX CONSULTANTS SERVICES

Direct taxation
Direct taxation direct tax is the tax that is paid directly to the government by the persons on
whom it is imposed. It cannot be shifted onto others. The best examples of direct taxes are
income tax and property tax. Direct tax is often accompanied by a tax return filing by the
taxpayer.
Under direct taxation we provide tax consultancy services in the following areas:
 Direct tax services
 Fringe benefit tax
 Double taxation avoidance agreements
 International taxation
 Tax consultancy services for corporate clients

With complete functional know how of ERP (sap/ coda/ oracle etc), undertake direct tax services
for corporate clients. Our tax services for corporate clients include:
Day-to-day tax matters that include replying to various tax notices and providing necessary tax
support on regular tax matters.
Management of tax records and reports in both soft and hard files including documentation as
per sox.
Tax compliance that includes advance income tax and fringe benefit tax (fbt) calculations and
deposits, TDS compliance and filing of returns.
Compilation of tax details for audit and support to the auditors.
We provide all important information to statutory auditors or management auditors in relation to
tax matters.
We support in the compilation of transfer pricing documentation and certification.
We also guide in the compilation of corporate tax returns such as income tax, wealth tax and fbt,
and also it e-filing with the revenue department.
We provide support in the areas of pan, tan and online tax credits view also.
We provide tax reporting on defined frequencies such as monthly, quarterly, annually to parent
company according to their formats.
Compilation of various details for tax assessment purposes such as scrutiny and appellate level
for income tax and transfer pricing.

Personal taxation consultancy services

We offer personal taxation consultancy services like personal tax planning, personal tax
consultancy services, tax compliance and advisory services that cover the following:

Personal tax consulting.

Personal tax services compliances that includes compiling and filing of tax returns.
We provide review and assistance in advance tax computations.
Representation before the tax authorities related to tax assessments, refunds or other matters.
We guide in getting various tax registrations that includes permanent account number (pan).
Management of tax records in soft and hard forms.
Advisory on tax issues like capital gains/ loans/ tax investments etc.
Tax compliances
We undertake regulatory compliances such as statutory returns and documents preparations,
compilations and e-filings with the revenue authorities that include the following:
Tax audits as per the provisions of the indian income tax laws.
We help in the preparation and review of corporate tax returns to ensure the compliances with
the income tax act, 1961 and the various judicial pronouncements.
We guide for the preparation and review of the withholding tax (tds) returns as per the provisions
of the income tax act, 1961.
Seeking advance rulings.

INTRODUCTION FOR THE STUDY

1. The aim of the study is to find whether the grievance handling mechanism ensures that
employee’s problems are recognized and appropriately reviewed in a prompt and timely
manner.

2. The grievance mechanism acts as a foundation for a harmonious and healthy relationship
between employee and employer.

3. The grievance mechanism ensures a fair and just treatment of employee’s concerns and
prompt resolution of grievances without discrimination, coercion, restraint or reprisal
against any employee who may submit or be involved in a grievance.
 CHAPTER-III

NEED FOR THE STUDY

A performance appraisal (or) performance review is a method by which the job

performance of an employee is evaluated (Generally in terms of quality, quantity, cost & time)
typically by the corresponding manager (or) superior. It is a part of guiding and managing career
level. It is a process of obtaining, analyzing and information about the relative worth of the
employee to the organization.

Performance appraisal is needed in every organization at every hierarchy level to assess the
performance of each and every employee in the work spot .Performance appraisal is a method
which highlights the employee needs and opportunities for personal growth and development.
Performance appraisal is essential to understand & improve the employees’ performance through
human resources development (HRD). In fact, performance appraisal is the basis for HRD. It
was viewed that performance appraisal was useful to decide upon employee promotion/ transfer,
determinate on & the like. But the recent developments in human resources management
indicates that performance appraisal is the basis for employee development, it the indicates the
level of desired performance level, level of actual performance and the gap between these two.
This gap should be bridged through human resource development technique like training,
executive development etc.
.

OBJECTIVES OF THE STUDY

1. To study different performance appraisal methods & techniques.

2. To portray the profile of beverages industry with a special focus on RSHR Services.

3. To study the performance appraisal system for employees in RSHR SERVICES

4. To elicit the opinion of employee of RSHR SERVICES regarding the existing system of
performance appraisal.

5. To offer useful suggestions for improving methods of performance appraisal in the

organization.
 RESEARCH METHODOLOGY

RESEARCH DESIGN:
Research Design refers to "framework or plan for a study that guides the collection and analysis
of data". A typical research design of a company basically tries to resolve the following issues:

a) Determining Data Collection Design

b) Determining Data Methods

c) Determining Data Sources

d) Determining Primary Data Collection Methods

e) Developing Questionnaires

f) Determining Sampling Plan

(1) Explorative Research Design:

Explorative studies are undertaken with a view to know more about the problem. These studies
help in a proper definition of the problem, and development of specific hypothesis is to be tested
later by more conclusive research designs. Its basic purpose is to identify factors underlying a
problem and to determine which one of them need to be further researched by using rigorous
conclusive research designs.

(2) Conclusive Research Design:

Conclusive Research Studies are more formal in nature and are conducted with a view to
eliciting more precise information for purpose of making marketing decisions.

These studies can be either:

a) Descriptive or

b) Experimental

Thus, it was mix of both the tools of Research Design that is, Explorative as well as Conclusive.

SAMPLING PLAN:

Sample Size = 50 Employees

Duration = 6 Weeks
 DATA COLLECTION
Data Sources

1. Secondary Data through Internet

2. Primary Data through Questionnaire

3. Contact Method

4. Personal Interaction

DATA PRESENTATION AND ANALYSIS:

1 Pie Diagrams
DATA ANALYSIS AND INTERPRETATION

Duration for which the respondent has been working in RSHR SERVICES..
This question was asked to the employees working in RSHR SERVICES. to find out the
duration for which they have been working in the organization, based upon which we can know
if the employees are satisfied with their job in the company or not.

Table 1: Duration of work period in RSHR SERVICES..

Particulars No. of respondents Percentage of respondents

0-1 yrs 3 3%
1-5 yrs 55 55%
5-10 yrs 25 25%
10+ yrs 17 17%
Total 100 100%

Chart 1: Duration of work in RSHR SERVICES..

0-1 yrs 1-5 yrs 5-10 yrs 10+ yrs

3%
17%

25%
55%

3 percent of the respondents are dealing with RSHR SERVICES. for less than a year. 55 percent
of the respondents are dealing in RSHR SERVICES. from 1-5 yrs. 55 percent of the respondents
are dealing in RSHR SERVICES. from 5-10 yrs. 25 percent of the respondents are dealing in
RSHR SERVICES. for over 10 yrs.

Extents of satisfaction in setting of goals/objectives in the beginning of the year-

This question was asked to the employees of RSHR SERVICES. To find out the extents of
satisfaction of the employees in setting of goals/objectives in the beginning of the year to know if
they are being give opportunities to express their views.
Table 2: Extent of satisfaction

Particulars No. of respondents Percentage of

respondents
Very satisfied 63 63%
Satisfied 30 30%
Dissatisfied 7 7%
Total 100 100%
 Chart 2: Extent of satisfaction.

Very satisfied Satisfied Dissatisfied

7%

30%

63%

63 percent of the respondents are very satisfied in setting their goals and objectives in the
beginning of the year. 30 percent of the respondents are satisfied in setting their goals and
objectives in the beginning of the year. 7 percent of the respondents are dissatisfied in setting
their goals and objectives in the beginning of the year.

Rating of PA strategies and programs of the company-

This question was asked to the employees of RSHR SERVICES. To rates the standards of
various PA strategies and programs that take place in the organization.

Table 3: Rating of the PA strategies.

Particulars No. of respondents Percentage of respondents

Good 70 70%
Average 30 30%
Bad 0 0%
Total 100 100%
 Chart 3: Ratings of PA strategies.

Good Average Bad

0%

30%

70%

70 percent of the respondents rate the Performance Appraisal strategies as good. 30 percent of
the respondents rate the Performance Appraisal strategies as average. None of the respondents
rates the Performance Appraisal strategies as bad.

Performance Appraisal strategies are fair and objective.

This question was asked to the employees to know if the performance appraisal strategies are fair
and objective to the employees.

Table 4: PA strategies are fair or not.

Particulars No. of respondents Percentage of respondents

Yes 84 84%
No 16 16%
Can’t say 0 0%
Total 100 100%
 Chart 4: PA strategies are fair or not.

Yes No Can’t say

0%
16%

84%

84 percent of the respondents say that the Performance Appraisal strategies are fair and
objective. 16 percent of the respondents say that the Performance Appraisal strategies are not fair
and objective. None of the respondents are there who can’t say anything.

It is necessary to appraise an employee.

This question was asked to the employees to know how important it is to appraise an employee.

Table 5: Necessity to appraise an employee.

Particulars No. of respondents Percentage of respondents

Yes 100 100%
No 0 0%
Total 100 100%
 Chart 5: Necessity to appraise an employee.

Yes No

0%

100%

100 percent of the respondents say that it is necessary to appraise an employee. None of the
respondents says that it is necessary to appraise an employee.

There is clarity in what is expected from the employee.

This question was asked to the employees to know if they are made clear on what is expected of
them so that they can work accordingly.

Table 6: Clarity in what is expected from the employee.

Particulars No. of respondents Percentage of respondents

Yes 100 100%
No 0 0%
Total 100 100%
 Chart 6: Clarity in what is expected from the employee.

Yes No

0%

100%

100 percent of the respondents say that they are clear with what is expected of them. None of the
respondents say that they are not clear with what is expected of them.

Feedback is given to the Management Cadre Staff for the task accomplished by them.

This question was asked to the employees to know if they are provided with proper feedback for
the task they accomplish, based upon which they can work better in future.

Table 7: Feedback is given to MCS.

Particulars No. of respondents Percentage of respondents

Yes 62 62%
No 38 38%
Total 100 100%
 Chart 7: Feedback is given to MCS.

Yes No

38%

62%

62 percent of the respondents say that the feedback is given to the MCS for the task
accomplished by them. 38 percent of the respondents say that the feedback is not given to the
MCS for the task accomplished by them.

Suggestions and innovations are rewarded.

This question was asked to the employees to know if they are motivated by accepting their
suggestions and innovations in the form of rewards.

Table 8: Suggestions and innovations are rewarded.

Particulars No. of respondents Percentage of respondents

Yes 35 35%
No 65 65%
Total 100 100%
 Chart 8: Suggestions and innovations are rewarded.

Yes No

35%

65%

35 percent of the respondents say that their suggestions and innovations are rewarded. 65 percent
of the respondents say that their suggestions and innovations are not rewarded.

Supervisors take interest in sharing an employee’s personal concern.

This question was asked to the employees to know if the employees’ problems are dealt well by
their supervisors so that their morale increases and they are satisfied with their job.

Table 9: Supervisors share an employee’s personal concern.

Particulars No. of respondents Percentage of respondents

Yes 72 72%
No 28 28%
Total 100 100%
 Chart 9: Supervisors share an employee’s personal concern.

Yes No

28%

72%

72 percent of the respondents say that the supervisors take interest in sharing their personal
concern. 28 percent of the respondents say that the supervisors do not take interest in sharing
their personal concern.

Annual increments/promotions are based on performance.

This question was asked to the employees to know if the annual increments/promotions are based
on their performance or not.

Table 10: Increment & promotions based on performance.

Particulars No. of respondents Percentage of respondents

Yes 82 82%
No 15 15%
Can’t say 3 3%
Total 100 100%
Chart 10: Increments & promotions based on performance.

Yes No Can’t say

3%

15%

82%

82 percent of the respondents say that the annual increments/promotions are based on their
performance. 15 percent of the respondents say that the annual increments/promotions are not
based on their performance. 3 percent of the respondents can’t say or their answers are
inapplicable.

Extent of satisfaction in interdepartmental teamwork.

This question was asked to the employees to know the extent of satisfaction in interdepartmental
teamwork based on which their effectiveness in work can be known.

Table 11: Satisfaction in inter departmental team work.

Particulars No. of respondents Percentage of respondents

Very satisfied 28 28%
Satisfied 50 50%
Dissatisfied 22 22%
Total 100 100%
Chart 11: Satisfaction in inter departmental team work.

Very satisfied Satisfied Dissatisfied

22% 28%

50%

28 percent of the respondents are very satisfied with interdepartmental teamwork. 50 percent of
the respondents are just satisfied with interdepartmental teamwork. 22 percent of the respondents
are dissatisfied with interdepartmental teamwork.

Extent of help of training and development programs in improving employees’

performance.

This question was asked to the employees to know how far the training and development
program is helping the employees to learn and work better.

Table 12: Extent of help of training and development programs in improving employees’
performance

Particulars No. of respondents Percentage of respondents

To great extent 22 22%
To some extent 70 70%
To very little extent 8 8%
Total 100 100%
Chart 12: Help of training and development programs in improving employees’
performance

To great extent To some extent To very little extent

8%
22%

70%

22 percent of the respondents say that the training and development programs help to a great
extent to improve their performance. 70 percent of the respondents say that the training and
development programs help to some extent to improve their performance. 8 percent of the
respondents say that the training and development programs help to a very little extent to
improve their performance.

Performance Appraisal System is used in job rotation.

This question was asked to the employees to know the extent of use of performance appraisal
system in job rotation.

Table 13: Performance Appraisal System is used in job rotation

Particulars No. of respondents Percentage of respondents

Mostly 12 12%
Partially 88 88%
Nil 0 0%
Total 100 100%
Chart 13: Performance Appraisal System is used in job rotation

Mostly Partially Nil

0%
12%

88%

12 percent of the respondents say that performance appraisal system is mostly used in job
rotation. 88 percent of the respondents say that performance appraisal system is partially used in
job rotation. None of the respondents say that performance appraisal system is not at all used in
job rotation.

Extent of the purpose of performance appraisal system being fulfilled.

This question was asked to the employees to know how far the performance appraisal system is
actually helping them in their work.

Table 14: The purpose of performance appraisal system being fulfilled

Particulars No. of respondents Percentage of respondents

Completely 65 65%
Partially 35 35%
Total 100 100%
Chart 14: Purpose of performance appraisal system being fulfilled

Completely Partially

35%

65%

65 percent of the respondents say that the purpose of performance appraisal is completely
fulfilled. 35 percent of the respondents say that the purpose of performance appraisal is partially
fulfilled.
RSHR SERVICES. always strives for continuous individual improvements.

This question was asked to the employees to know how far they agree with the fact that RSHR
SERVICES. Always strives for continuous individual improvements.

Table 15: RSHR SERVICES. Always strives for continuous individual improvements
Particulars No. of respondents Percentage of respondents
Strongly agree 22 22%
Agree 58 58%
Disagree 15 15%
Strongly disagree 5 5%
Total 100 100%

Chart 15: RSHR SERVICES. Always strives for continuous individual improvements

Strongly agree Agree Disagree Strongly disagree

5%
15% 22%

58%

22 percent of the respondents strongly agree that RSHR SERVICES. Always strives for
continuous individual improvements. 58 percent of the respondents agree that RSHR
SERVICES. Always strives for continuous individual improvements. 15 percent of the
respondents disagree with RSHR SERVICES. Always strives for continuous individual
improvements. 5 percent of the respondents strongly disagree with RSHR SERVICES. Always
strives for continuous individual improvements.
CHAPTER IV
 FINDINGS
1. Presence of a firmly implemented career plan- good sense of growth.

2 .High proportion of routine work during training immediately and after that

1) Organization climate-

 Well analyzed goals are set.

 Good and effective performance appraisal strategies applied.
 All the strategies are fair and objective.
 The employees are well aware of what is expected of them.
 Proper feedback is not given to the management cadre staff.
 Suggestions and innovations are not rewarded.
 Supervisors are patient with the employees’ problems.
 Good performance leads to annual increments and promotions.
 Training and development programs are not very effective and helpful.
 The purpose of Performance Appraisal System followed in the company is fulfilled.
CHAPTER - V
 SUGGESTIONS

 Extensive of the job training.

 Free hand in decision making.
 Focused job responsibility.
 Transparent career planning of all officers.
 Give tangible advantages.
 Exemplary rewards should be given for unique achievements of the employees.
 Informal were calling as and when they need.
 Giving chance in decision making.
 Reward for employee work.
 Proper interactions with seniors.
 Effective training and development programs should be held.
 Proper feedback should be given to the management cadre staff at fixed time periods.
 Suggestions and innovations should be encouraged.
 Performance appraisal system should be extensively used in job rotation.
 Up gradation of basic qualification of all workers to be taken in future based on their
performance.
 Improve competency of the workers.
 The company should concentrate more on individual development.
CHAPTER VI
 CONCLUSION

The study on Performance Appraisal at RSHR SERVICES has given me opportunity to have a
closer look at the imperatives of the performance Appraisal System as a domain of HR delivery.
It has enhanced my knowledge as how an organization work and operates to perform its
operations effectively and efficiently. The project has not only helped me to have close insight
into the practical implication of business process but also the performance appraisal is done.
While going through the different process followed at RSHR SERVICES within performance
Appraisal, I came to know of the importance of performance appraisal. This opportunity to work
as researcher has helped me understanding the theoretical and practical aspects of management.
The summer project, also made me realize the importance of HR as a fascinating function in an
organization. I got to know of the importance of communication and interpersonal skill in getting
things done from others. In a nut shell, it was great learning for me as management student.
With the help of personal interview and discussion with the employee and on the basis of
instrument of defined questionnaire I reached on the following co RSHR SERVICES. According
to respond given against the question no. 1, 2, 3, it can RSHR SERVICES.ude that majority of
the respondent are know about the Performance Appraisal System and they feel its need in the
organization, they rated it good. It means that Performance Appraisal System is satisfactory in
the organization.

1. Annual Performance Appraisal System is prevailing in the organization

BIBLOGRAPHY

Websites:
 www.hrtoturial.word.com

www.google.com

www.indianfoline.com

www.economictimes.com

Journals:
 Gitam Journal of Management.
 Journal of Occupational and Environmental medicine.
 Indian Journal of Social Work.
 Indian Journal of Human Resource.

ANNEXURES
Questionnaire

1. Since how long have you been working in RSHR SERVICES?

□0-1 yrs □ 1-5 yrs □5-10 yrs □10+ yrs
2. How satisfied are you in setting your goals and objectives in the beginning of the year?
□ Very satisfied
□ Satisfied
□ Dissatisfied

3. How are the Performance Appraisal strategies and programs in the company?
□ Good
□ Average
□ Bad

4. Do you consider Performance Appraisal strategies fair and objective?

□ Yes
□ No
□ cannot say

5. Is it necessary to appraise an employee?

□ Yes
□ No
6. Are you clear with what is expected of you?
□ Yes
□ No

7. Are Management Cadre Staff provided with regular performance feedback?

□ Yes
□ No

8. Are your suggestions and innovations rewarded?

□ Yes
□ No

9. Do your supervisors take interest in sharing your personal concern?

  Yes

 No

10. Are your annual increments/promotions based on your performance?

 Yes

 No

 Cannot say

11. How satisfied are you in interdepartmental teamwork?

 Good

 Average

 Bad

12. To what extent do training and development programs help in improving your
performance?
 To great extent

 To some extent

 To very little extent

13. How far is the Performance Appraisal system used for job rotation?
 Mostly

 Partially

 Nil
14. To what extent is the purpose of Performance Appraisal fulfilled?
 Completely

 Partially

 Nil

15. Does RSHR SERVICES. Always strive for continuous individual improvement?
 strongly agree

 Agree

 Disagree

 strongly disagree

16. When performance appraisal is made in the organization?

 Monthly

 Quarterly

 Yearly

 Others

17. What is the objective of performance appraisal?

 Promotion

 Assessing training and development needs

 Pay rise

 Others
18. Is there any conflict arise between employees after performance appraisal is made?

 Frequently

 Often

 Sometimes

 Never

19. Are there any job expectations established before performance appraisal?

 Frequently

 Often

 Sometimes

 Never

20. Who rates the performances?

 Superiors

 Subordinates

 Clients

 All

21. On what basis performance appraisal is made?

 Total output

 Behavioral efficiency
  Both

22. Is 360 degree appraisal process undertaken in the organization?

 Yes

 No

If yes, from when?

 Recently

 More than one year

 Less than one year

 Since the inception of 360 degree process

23. Does any change arise after appraising the performances of employees?

 Yes

 No

If yes, then what extend?

 Positive

 Negative

 Both

24. Does performance appraisal process help to raise organization’s total output?

 Yes
  No

25. Are you satisfied with the appraisal process of the organization?

 Yes

 No

If yes, to what extend?

 Fully satisfied

 Moderately satisfied

26. Do you feel performance appraisal process is sufficient in appraising the performances
of employees or you need some alternatives to it?

 Sufficient

 Alternative