Performance Appraisal Project(2)(3)

PROJECT REPORT

ON PERFORMANCE APPRAISAL

&

STUDY ON

“ASSESSING EMPLOYEES PERFORMANCE”

AT

AP FOREST ACADEMY

A project report submitted to CMED School of Management.

In partial fulfillment of the requirements for the award of degree

Of

MASTER OF BUSINESS ADMINISTRATION

By

S.NAVANITHA

(39308ED125)

Ratna Nilay, Near Flyover, Narayanaguda, Hyderabad-29

Ph.040-66639393 www.cmed.ac.in

DECLARATION

I S.Navanitha declare that the project report entitled “A study on assessing

employee’s performance” A Case Study at AP FOREST ACADEMY, is an

original and bonafide work done by me during the academic year 2008-2010. This is

being submitted in the partial fulfillment of the requirement for the award of degree

of the Master of Business Administration. The matter embodied in this report has

not been submitted for the award of any other degree or diploma.

S.NAVANITHA

ACKNOWLEDGEMENT

I consider as a great privilege to thank all those people who helped me to complete

this project work. I express my sincere thanks to the CMED School of Management and our

respected director Dr. Rama Krishna garu for giving me this opportunity to under take the

project work.

I am gratified to my project guide Dr.Rama Krishna garu, with out whose guidance

and encouragement at all levels , the study wouldn’t have been completed.

I express my profound thanks to, Dr.c.Suvarna (IFS), V.S.Moses (Deputy Dir.) for

giving an opportunity to help me complete my project & Mr. P.Chandra Shekhar

Training coordinator, of AP FOREST ACADEMY, Hyderabad, for giving me valuable

advice and guidance and sparing valuable time in clarifying various doubts raised by me.

S.NAVANITHA

SYNOPSIS

The strength of any organization is its people. If people attended to work properly they can

recognize their talents by developing their capabilities and utilizing them appropriately,

organizations are likely to be dynamic and grow fast. Ultimately the varieties of tasks in any

organization have to be accomplished by the people. Some of them may have capabilities to

do certain tasks better than other task. And some of them may not have capabilities to do the

tasks assigned to them. In this situation one of the important activity conducted by any

organization is performance appraisal. Employee performance is the only way to achieve

organizational objectives. So, Performance Appraisal has achieved a greater importance in

Human Resource Management.

Source...www.oppapers.com

So the main objective of the project is to analyze the employee level of satisfaction by

Assessing the employee’s performance, as the organization does not follow the performance

Appraisal system the study is conducted to know where the employees stand so far in their

Performance and to suggest where the employees are lagging in their performance and

Suggest the organization to give them a proper guidance for the purpose of their

Development.

TABLE OF CONTENTS

CHAPTER 1

1. Research Methodology

1.1 Objective of the study

1.2 Need of the study

1.3 Source of the data

1.4 Sample size

1.5 Limitation of the study

CHAPTER 2

2. Literature Review

2.1 Introduction

2.2 Definitions

2.3 Purpose of performance appraisal

2.4 Process of performance appraisal

2.5 Methods of Performance appraisal system

2.6 Components of appraisal evaluation

CHAPTER 3

3. Company Profile

3.1 Brief information about academy

3.2 Objectives and vision of the academy

3.3 Activities taken up by academy

3.4 Highlights and awards of the academy

3.5 Future plans of action by academy

CHAPTER 4

4. Data analysis and interpretation

CHAPTER 5

5. Findings and conclusions

5.1 Findings, suggestions and conclusions

5.2 Questionnaires

5.3 Bibliography

CHAPTER-1

INTRODUCTION

RESEARCH METHODOLOGY

1. Objectives of the study:

o To analyze the training systems for further development of employees.

o To know where the employee stand in so far as their performance is considered

and to assist them with constructive criticism and guidance for the purpose of development.

o To determine the career growth of employees.

o To know the level of satisfaction of both the executive and ministerial staff

working at AP FOREST ACADEMY.

o To know the knowledge level of the employees.

o To provide suggestions if any, for more effective performance by employee to

achieve organizational goals.

o To know weather the management is involved in assessing the performance of the

employees.

2. NEED OF THE STUDY:

Human resource is that type of resource, which needs some policies and Procedures for effective and smooth functioning of the organization. Every organization tries to perform itself at the most possible way, which again requires potential man power for that. So; the potential man power is to be selected so as to achieve good results. Here, performance appraisal plays a major role for getting the potential employees in to the organization, so the need of the study is to know how the present topic effects the organization if the topic has been implemented by the organization.

Source… Personnel Management (book) - By C.B.Mamoria

3. SOURCE OF DATA:

o Primary Data:-Primary data are those which are collected a fresh and for the first

time. Primary data for the study is collected through questionnaire and questionnaire

is used in closed form.

o Secondary Data:-

The secondary data has been collected from the company records and

website.

4. Questionnaire design and sample size:

There are a total of 15 questions that aims to cover all aspects needed by

employee to perform well in the organization. In those 6 questions specifies

performances of the superior and subordinate. It includes multiple choice questions

(Nominal Scale).

The sample size taken for the study includes workers (males & females) of the department. The total sample taken for the study is 125 members.

5. DATA ANALYSIS:

The statistical tool SPSS is used for analysis. The data pertaining to different

dimensions of employees. Simple statistical data like % are used in interpretation of data

results are illustrated by means of Bar charts.

Limitations of the study:

The sample used for the study has been taken from the executive & ministerial staff of AP Forest Academy & FSO’S & FBO’S of forest department.

Time constraint is also one of the limitations, because of the busy schedule of some employees data has not been collected from those employees.

Few people failed to give exact information for the first particular 6 questions as they have to give ratings for superiors and subordinates.

CHAPTER-2

LITERATURE REVIEW

PERFORMANCE APPRAISAL

INTRODUCTION:

Managing employee performance is an integral part of the work that all managers and rating officials perform throughout the year. It is as important as managing financial resources and program outcomes because employee performance or the lack thereof, has a profound effect on both the financial and program components of any organization.

The Department of the Interior’s performance management policy is designed to document the expectations of individual and organizational performance, provide a meaningful process by which employees can be rewarded for noteworthy contributions to the organization, and provide a mechanism to improve individual/organizational performance as necessary.

To accomplish these objectives, managers need to identify organizational goals to be accomplished, communicate individual and organizational goals to employees that support the overall strategic mission and Government Performance and Results Act (GPRA) goals of the Department, monitor and evaluate employee performance, and use performance as a basis for appropriate personnel actions, including rewarding noteworthy performance and taking action to improve less than successful performance.

Source…www.oiephr.bia.edu

DEFINITIONS:

• Performance appraisal is the method of assessing the contribution of employees at different levels of the organization during a particular period of time.

• According to Wayne F Cascio (1995) performance appraisal is defined as “the systematic description of job related strengths and weaknesses of an individual or a group”.

Source…www.citehr.com

• Performance evaluation or Performance appraisal is the process of

assessing the performance and the progress of an employee or a group

of employees on a given job and his potential for future development.

• According to Flip,” Performance appraisal is the systematic, periodic and

an impartial rating of an employee’s excellence in matters pertaining to

his present job and his potential for a better job”.

• A formal definition of Performance Appraisal system is that, “it is the

systematic evaluation of the individual with respect to his or her

Performance on the job and his or her potential for development”.

• “The performance appraisal system is introduced to replace casual

assessment of Performance with formal, systematic procedures”. The

underlying philosophy behind the Performance appraisal system is the

assessment of performance on a continuous basis, which can be openly

shared with the concerned subordinate.

Source…personal management -by C.B.Mamoria

Process of Performance Appraisal :

1. Establishing Performance standards 2. Communicating the standards 3. Measuring the actual performance 4. Discussing Results5. Decision Making

Establishing performance standards: 1. The first step in the process of performance appraisal is the setting up of the standards which will be used as the base to compare the actual performance of the employee. 2. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goal and objectives.3. The standards set should be clear, easy understandable and measurable .

Communicating the standards: 1. The standards once set it is the responsibility of the management to communicate the standards to all the employees of the organization. 2. This will help them to understand their roles and to know what exactly is expected from them.

3. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

Measuring the actual performance:

1. The most difficult part of the Performance appraisal process is measuring the actual performance. 2. It is a continuous process which involves monitoring the performance throughout the year.

3. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.

http://appraisals.naukrihub.com/

Discussing Results:

1. The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening.

2. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching the goal

3. The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.

Decision Making:

The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.

Source…appraisals.naukrihub.com/process.html

Purpose of Performance Appraisal:

• Making payroll and compensation decisions – 80%

• Training and development needs – 71%

• Identifying the gaps in desired and actual performance and its cause – 76%

• Deciding future goals and course of action – 42%

• Promotions, demotions and transfers – 49%

Source…appraisals.naukrihub.com/process.html

METHODS OF PERFORMANCE APPRAISAL SYSTEMS:With the evaluation of the appraisal system number of methods or techniques of performance appraisal have been developed. They are as follows.

Traditional methods Modern methods

1. Graphic rating scales. 1. Behaviorally anchored rating scales 2. Check lists. 2. Assessment center

3. Ranking method 3.Human resource accounting

4. Forced distribution method. 4. Management by objectives

5. Critical incident method. 5. Psychological appraisal

7. Group appraisal

8. Performance test and observation.

9. Annual confidential reports.

10. Essay methods.

Traditional Methods:

1. GRAPHIC RATING SCALES:

Here the individuals is assessed on the quantity or quality of his work as well as on other

factors which vary with the job but include personal traits such as co-operation, loyalty,

reliability as well as specific items such as communication. Here a graphic scale is used

such as starting with outstanding and going on to above average, average or satisfactory.

It is very widely used rating method.

2. CHECK LISTS:

The check list method is a simple rating technique in which the superior is given a list of statements representing the characteristics and performance of each employee.

3. Ranking method:

Under this method the employees are ranked from best to worst on some

characteristics. the rater first find the employees with the highest and lowest performance

in that particular job category and rate the performer as the best and later as the poorest.

4. FORCED DISTRIBUTION METHOD:

The rates may rate his employee at the higher or at the lower end of the scale under

earlier methods. This method is developed to present the rates from rating too high or

too low. The rates after assigning the points to the performance of each employee have to

distribution. This method eliminates central tendency and leniency bases.

5. CRITICAL INCIDENT METHOD:

Often discussing ratings with employee particularly on the basis of traits such as

initiative, reliability, etc. have been found to demotivate them of negative feedback. The

critical incidents method shifts the emphasis from traits to behavior, which can be more

readily discussed. The supervisors keep a book where they record for each employee

from time to time, actual incidents of negative or positive behavior.

6. Group appraisal:

Under this method an appraiser is by a group of appraisers. This group consists of

the immediate supervisor of the employee to other supervisors who has close contacts

with the employees work, manager or head of the department and consultants.

7. PERFORMANCE TEST AND OBSERVATION:

With a limited number of jobs, employee assessment may be

Based upon a test of knowledge or skills. The test must be reliable and validated to be

useful. Even then, performance tests are to measure potential more than Actual

performance.

8. ANNUAL CONFIDENTIAL REPORTS:

Confidential records are maintained mostly in government a department through

its application in the industry is not ruled out. The system was highly secretive ants

confidential feedback to the assesses was given only incase of an adverse entry. The

annual confidential report (ACR) was highly subjective ratings were easily manipulated

because the evaluation was linked to promotion.

9. ESSAY METHODS:

This is the easiest method where the rater is required to write a paragraph on

the subordinate’s strengths, weakness and so on. For example, in case of selection, this

sort of appraisal is often sought from the previous employer. However, as different to

compare essay rating. Thus, some from of formal method such as the Graphic Rating

Scale has to be used.

Source…www.humanresources.hrvinet.com

MODERN METHODS:

1. BEHAVIORALLY ANCHORED RATING SCALES (BARS):

This method combines elements of the traditional rating scales and critical incidents

methods, using BARS, job behavior from critical effective and ineffective behaviors are

described more objectively. The method employs individual who are familiar with a

particular job to identify its major components they then rank as validate specific

behavior for each of the components

2. MANAGEMENT BY OBJECTIVE:

As against the work-standards approach where the standards were fixed by

management, in the Management by objective approach the employee are required at times to

set their own performance standards or arrive at a consensus regarding the standards with

their supervisors. MBO has become very popular during the last ten years and in some

organizations has even become a fad. However it is found that at lower organization levels

employees very often are reluctant to set their own goals. When this problem is experienced,

some from of coercion is used and MBO degenerates into the work-standards approach. In

such a case, it is better to adopt the work-standards approach. In such a case, it is better to

adopt the work-standards approach.

3. PSYCHOLOGICAL APPRAISALS:

Large organization employee full time industrial psychologist. When psychologist is used for

evaluations they assess an individual’s future potential and not past performance. They

appraisal normally consist of in-depth interviews, psychologist then writes an evaluation of

the employee’s intellectual, emotional, motivational and other work related characteristics.

Thus suggests individual potential and may predict future performance.

4. ASSESSMENT CENTERS:

This method of appraising was first applied in German army in 1930; later business and

industrial houses started using the method. It is system where assessment of several

individuals is done various experts by using various techniques. These techniques include

role playing case studies simulation exercise structure in sight transaction analysis.

5. Human resource accounting:

HR accounting deals with the cost of contribution of human resource to the organization. Cost of employees includes cost of man power planning recruitment selection induction placement training development wages and benefits etc.

Source…appraisals.naukrihub.com

COMPONENTS OF APPRAISAL EVALUATION

Who will appraise:

The appraise may be any person who has thorough knowledge about job context, Contents to

be appraised, standards of contents and who is performing the job. The appraiser should be

capable of determine what is more important and what is relatively less important. He should

prepare reports and make judgments without basis.

Typical Appraises are:

Superior

Peer

Subordinates

Employee themselves/ self appraisal

Users of service and consultants appraisal by all

These parties are called 360-degree performance Appraisal.

When to Appraise:-

Informal appraisals are conducted whenever the superiors or personal manager helps it

necessary. However, systematic appraisals are conducted on regular basis, say for example,

every six months or/annual.

Whose performance should be appraised?

The individual employee, workgroup or divisions of an organization and the people who are

working behind the curtains.

The Evaluation Process:

The process of evaluation follows as set pattern, which are follows.

Establishing performance standards:-

Communicate performance expectations to employees Measure actual Performance.

Compare actual performance with standard

Discussion Appraisal with the employee

It necessary initiate corrective action

Source…appraisals.naukrihub.com

CHAPTER-3

ORGANIZATION PROFILE

INTRODUCTION

A.P. Forest Academy is located at Hyderabad Nagpur National Highway in Dulapally forest block situated 24 kms away from the city of Hyderabad. The location offers and ideal atmosphere for conducting trading and education activities. This academy was established in the year 1987 as “state institute of forestry training” under CIDA sponsored project. It was renamed as A.P.Forest academy (APFA) w.e.f. January 2001. APFA has well equipped training facilities conference halls, indoor, auditorium, outdoor auditorium, audio-visual aids, library, hostel and transport facilities to undertake training programmers, seminars, workshops and other extension activities.

OBJECTIVES OF AP FOREST ACADEMY:

To provide opportunities to develop and upgrade and disseminate the knowledge, experience and expertise and to develop “knowledge bank” to cater to the stakeholders in NRM sector.

To assist, collaborate and organizing training programmes and action research in various NRM related subjects, including the fields of development, administration, industries, and corporate management dependent on natural resources besides human resource development.

To develop and promote reasonably adequate infrastructure to impart and assist more effective trainings, consultancies, research and development programmes, extension activity, monitoring and evaluation of various programmes aimed at alleviating rural poverty.

To develop and promote special areas of interest in Joint / Community Forest Management, Rural Development, community participation with special reference to tribal’s, and other forest dependent communities in development and management of NRM.

To develop and promote Information Technology, especially in the areas of Geometrics, Remote Sensing, use of GPS, Management of Information System based on latest technologies.

THE VISION:

To develop AP forest academy into a premier institute and knowledge hub not only in AP but also in the country with modern technologies and expertise for imparting effective training in participatory Natural Resource Management and for conducting studies in NRM sector.

Human resources The academy is headed by director general assisted by director or additional director ten dy. Directors, Five assistance Director and two forest section officers. Apart from the faculty, senior officers of Forest Department and subject experts on various sources are regular invented to deliver the lecture sessions in regular and refresher trainings. Administrative wing is having a superintendent, three senior assistants, a junior assistant, two physical training instructor, six office subordinates, three office associates and three computer operators for smooth running of office. Also training coordinators and training hall assistants are engaged for effective management of training programmer.

Activities taken up by academy The A.P forest academy, dulapally is activity involved in diverse activities such as conducting trainings, workshops and seminars, study tours, action research, environmental education and extension activities with an objective to build capacities of communities and service providers under different schemes.

Training programs: APFA organized three types of training programs: job course training, refresher courses a certificate course training on integrated Natural Resources Management for sustainable development”.

Job course trainings: In order to conduct in service trainings to field functionaries of A.P.Forest Development, a forest school was started in 1926 at Nizamabad. It was shifted to Mahaboobabad and subsequently to Yellandu in the year 1941. The forest guard training school functioning g at Sudikonda in the East Godavari district was merged with forest school, yellandu in the year1969. From 01.10.2001 onwards, the in-service training of forest section officers has been conducted at APFA. Forest beat officers training was also shifted to APFA during August 2006. Forest Beat Officers training was also shifted to APFA during august 2006. The training module includes class room lecture sessions,

field visits, field work, special lectures by senior officers and subject experts, education tours, practical sessions and extension activities.

Government of Indian trainings:

The Directorate of Forest Education MOEF, dehradun has been releasing funds for organizing refresher training for frontline staff. The participants are called from all the divisions and wing of the state forest department. Compulsory vertical training for IFS officers has also been regularly sponsored by MOEF, National medical plants board is also fund in the academy for conducting the workshops training programmers on medical and aromatic plants.

Training for service providers and communities:

The academy has been conducting training programmer with and objective to improve the management of natural resources, create awareness on forest development among the communities, personality development of communities and disseminate rapid changes that are happening in technology improvement.

INTERNATIONAL TRAININGS:

The academy has imparted training on “Fundamentals of Forest Management” to the officers of Maldives. This was sponsored by Food & Agriculture Organization (FAO) of the United Nations during 2007.Academy collaborated with West Virginia University as a part of internationalization of forestry project. Study tours and seminars were organized as part of the program me in USA as well as India. Foresters from Srilanka were also trained earlier.

CERTIFICATE COURSE ON NATURAL RESOURCE MANAGEMENT:

The APFA in collaboration with IBRAD, Kolkata introduced a four month certificate course on Natural Resource Management to develop a cadre of Natural Resource Managers with special emphasis on forestry.

WORKSHOPS / SEMINARS:

The above are being organized from time to time to disseminate information and new technologies among the stakeholders of forestry sector, review the implementation of programmers, develop, monitor and evaluate mechanisms.

ACTION RESEARCH:

APFA has undertaken action research studies on various forestry and social developmental activities like gender mainstreaming of the forest frontline staff, database analysis, training impact assessment etc.

FUNDING:

Major funding comes from the government of Andhra Pradesh under plan scheme i.e., Andhra Pradesh Community Forest Management (APCFM) project sponsored by the World Bank. Under non-plan also, some funds are allocated by the state government for conducting various activities. Regular establishment costs like salaries are met from the non-plan funds and the outsourcing costs are met from APCFM project funds.

CO-ORDINATION WITH NATIONAL LEVEL INSTITUTIONS:

The academy has coordinated with different national level training institutes for organizing training programmes like effective human resource training and development, managing of human relations in organizations, rural marketing, promoting participatory practices in NRM, micro-finance, promotion of SHGs, qualitative research methods of participatory forest management, bio-diversity, gender, team building and conflict management, management of change etc.

OUR EXPERIENCE:

Training has been imparted for about 23431 participants over a period of more than one and half a decade.

IFS officers from different states underwent training in 9 batches on livelihood development strategies in forest fringe villages, best practices in forest management etc.

13 trainings for the forest frontline staff have been organized in association with directorate of forest education, GOI, Dehradun.A project “capacity building and entrepreneurship development in medicinal plants” was sanctioned in 2004 by national medicinal plants board for organizing training programmes and workshops on medicinal and aromatic plants.

National level workshops were organized on “Bamboo for Livelihoods” and on “Gender Mainstreaming”.

CAFÉ (children and forestry education) is being taken up to lay focus on environmental education and extension activities.

THEMES:

Natural Resources Management, NWFP, Livelihood planning, Bamboo for livelihood promotion, forest based crafts development, clean sustainable livelihoods, participatory bio-diversity conservation, community sivilculture, medicinal plants cultivation, development & marketing etc.

HIGHLIGHTS

SIFT (state institute of forestry training) was converted into AP forest academy in the year 2001.

The world bank funded AP forestry project phase 1 provided necessary funds for building the initial infrastructure like administrative building, hostel, staff quarters etc.

MOE&F has chosen APFA as one of the premier institutions in the country for imparting one week compulsory training to IFS officers in 2001-2002.

Recognizing the valuable contribution mode by APFA in training the personnel and communities involved in forest management, the Indian council of forestry research and education (ICFRE) has awarded APFA, a national prize in forestry extension along with Rs. 10000/- cash prize during the year 2001-2002.

APFA was awarded government of AP Merit Certificate also.

So far eight compulsory training programmers have been conducted for IFS officers in association with MOEF.

13 trainings for the forest frontline staff have been organized in association with Directorate of Forest Education, GOI, and Dehradun.

Training on forestry matters and joint forest management was imparted to Srilankan participants in 2003.

A project “capacity building and entrepreneurship development in medicinal plants” was sanctioned in 2004 by national medicinal plants board for organizing training programmers and workshops on medicinal and aromatic plants

A national level workshop was organized on “Bamboo for Livelihoods” in 2005 in which about 450 participants representing FD officers, NGOs, Basket weavers, Marketing agencies and industries took part.

CAFÉ programmed was initiated by APFA in 2005 to lay focus on environmental education and extension activities.

Two workshops on environmental education were conducted in the years 2005 & 2006 under CAFÉ program me.

A workshop on “collaborative partnership among village level and supportive institutions for sustainable NRM and Livelihoods Security” was organized on collaboration with IIFM, Bhopal in 2006.

Forest extension activities were taken up on a large scale by utilizing the mass medium – Doordarshan channel in 2006 and 2007.

Database software for APFA was developed in January 2007.

A diagnostic study to assess the training needs and develop a training module for the benefit of the officers and staff of the AP forest department was organized in collaboration with IIFM, Bhopal in January 2007.

A two week training program me on “Fundamentals in Forest Management” was organized for Maldives foresters in collaboration with FAO in March 2007.

APFA has introduced a four month certificate course in natural resource management in the year 2007 for developing a cadre of natural resource managers.

AWARDS

Visitors from various parts of the country are informing that the A.P. Forest Academy is a premier training centre among the state forestry training institutes in the country in view of its magnitude and quality of operations. Recognizing the valuable contribution made by A.P. Forest Academy in training the personnel and communities involved in Forest Management the Indian council of Forestry and Research and Education (ICFRE) have awarded a national prize in Forestry extension for the year 2001-2002.A.P. Forest department received awards in the year 2004 (Silver Icon) and in the year 2005 (Gold Icon) from Govt of India for e-governance initiatives

FUTURE PLAN OF ACTION

A proposal for registration of ‘Centre for Forest and Natural Resources Management’ (CEFNARM) under the Andhra Pradesh (Telangana Areas) public society’s registrant Act 1350 F is under consideration of the Government. Action is underway to strengthen the existing capabilities of the Academy especially in terms of quality and effectiveness of the Programmes on one hand and to diversify into the new fields on the other.

CHAPTER-4

ANALYSIS & INTERPRETATION OF DATA

Frequencies

Age

Age

Frequency Percent Valid PercentCumulative

PercentValid 20-30 57 45.6 45.6 45.6

31-40 30 24.0 24.0 69.6

41-50 19 15.2 15.2 84.8

Above 50

19 15.2 15.2 100.0

Total 125 100.0 100.0

20-30 31-40 41-50 Above 50

Age

0

10

20

30

40

50

60

Fre

qu

en

cy

Age

The above mentioned diagram shows that the majority of the respondents are majorly belongs to the age group of 20-30,and around 24% of the respondents belong to the age group of 31-40,and the remaining respondents are from age group of 41-50 & above 50.

Designation

Designation


PercentValid Deputy

director4 3.2 3.2 3.2

Training coordinator

2 1.6 1.6 4.8

Office staff 8 6.4 6.4 11.2

FSO 60 48.0 48.0 59.2

FBO 51 40.8 40.8 100.0

Total 125 100.0 100.0

Deputy director Training coordinator

Office staff FSO FBO

Designation

0

10

20

30

40

50

60

Fre

qu

ency

Designation

The above designation graph effectively places a major importance of collecting data from FSO’s & FBO’s, and the rest of the data collected from executive staff i.e. (deputy directors) and ministerial staff i.e.(training coordinators & office staff)

Experience

Experience


PercentValid 0-5 49 39.2 39.2 39.2

6-10 27 21.6 21.6 60.8

11-15 6 4.8 4.8 65.6

16-20 13 10.4 10.4 76.0

Above 20

30 24.0 24.0 100.0

Total 125 100.0 100.0

0-5 6-10 11-15 16-20 Above 20

Experience

0

10

20

30

40

50

Fre

qu

en

cy

Experience

The above mentioned table shows that the 39.2% of the employees are of 0-5 years of experience & 24% of the employees have above 20years of experience, these employees pertaining to the age group of 41-50 & above 50, and the remaining 14% of the employees have 6-15 years of experience.

Qualification

Qualification


PercentValid 7th 2 1.6 1.6 1.6

10th 23 18.4 18.5 20.2

Inter 15 12.0 12.1 32.3

Degree 60 48.0 48.4 80.6

PG 24 19.2 19.4 100.0

Total 124 99.2 100.0Missing System 1 .8Total 125 100.0

7th 10th Inter Degree PG

Qualification

0

10

20

30

40

50

60

Fre

qu

ency

Qualification

The above mentioned graph shows that the majority of the employee’s i.e. more than half of the total respondents (60 members) are graduates, and 19.2% of the employees are post graduates, and the remaining 20% of the employees has the qualification of 10th and inter ,and its only tow members who has the qualification of 7th class.

Accurately and thoroughly applies requisite knowledge and skills necessary to complete work.



PercentValid exceptional 29 23.2 23.6 23.6

Above expectations

24 19.2 19.5 43.1

Meets expectations

46 36.8 37.4 80.5

Needs improvement

22 17.6 17.9 98.4

unsatisfactory 2 1.6 1.6 100.0

Total 123 98.4 100.0Missing System 2 1.6

Total 125 100.0

exceptional Above expectations

Meets expectations

Needs improvement

unsatisfactory

Accurately and throughly applies requisite knowledge and skills necessary to complete work.

0

10

20

30

40

50

Fre

qu

ency

Accurately and throughly applies requisite knowledge and skills necessary to complete work.

The above table shows that 36.8% of the employees meets expectations in applying knowledge and skills to complete work, and 23.2% of employees feel that they are exceptional and the remaining 40% of the employees are above expectations & needs improvement and very few like 1.6% i.e. (2 members) are unsatisfactory.

Productively and efficiently handles volume of work required by job and meets deadlines.




Above expectations

33 26.4 27.0 57.4

Meets expectations

35 28.0 28.7 86.1

Needs improvement

16 12.8 13.1 99.2

Unsatisfactory 1 .8 .8 100.0


Total 125 100.0


Meets expectations

Needs improvement

Unsatisfactory

Productively and efficently handles volume of work required by job and meets deadlines.

0

10

20

30

40

Fre

qu

ency

Productively and efficently handles volume of work required by job and meets deadlines.

The above table shows that highest percentage (29.6%) of the employees feel that they are exceptional in efficiently handling the work, and 54.4% of employee’s opinion is above expectations and meets expectations. and very few employees feel that they need improvement in efficiently handling the work, and out of 125 respondents one employee was unsatisfactory and 3 of employees has not mentioned their opinion.

Capably articulates thoughts and ideas while speaking.




Above expectations

42 33.6 34.1 56.1

Meets expectations

44 35.2 35.8 91.9

Needs improvement

9 7.2 7.3 99.2

Unsatisfactory 1 .8 .8 100.0


Total 125 100.0


Meets expectations

Needs improvement

Unsatisfactory


0

10

20

30

40

50

Fre

qu

en

cy


The above table shows that 35.2% of the employees meets expectations in communicating their thoughts and ideas ,and 54% of the employees feel exceptional(21%) and above expectations(33.6%).and the remaining 7.2% i.e.(9 members) feel that they need improvement in communicating.

Develops plans and organize projects, tasks and resource to accomplish work objectives.




Above expectations

32 25.6 26.0 57.7

Meets expectations

36 28.8 29.3 87.0

Needs improvement

16 12.8 13.0 100.0


Total 125 100.0

exceptional Above expectations Meets expectations Needs improvement

Develops,plans and organize projects,tasks and resource to accomplish work objectives.

0

10

20

30

40

Fre

qu

ency


The above graph shows that highest percent (31.2%) of the employee’s opinion was exceptional in accomplishing work objective, and 54.4% of the employees opinion was meets expectations (28.8%) and above expectations (25.6%) and the remaining 16 members opinion was they need improvement for accomplishing work objective.

Capably handles organization issues in a confident manner.




Above expectations

61 48.8 49.6 91.1

Meets expectations

3 2.4 2.4 93.5

Needs improvement

1 .8 .8 94.3

Unsatisfactory 7 5.6 5.7 100.0


Total 125 100.0


Meets expectations

Needs improvement

Unsatisfactory


0

10

20

30

40

50

60

70

Fre

qu

ency


The above table shows that most of the respondents (112 members) opinion was exceptional and above expectations in handling organization issues, and the remaining (11 respondents), 7 of them were unsatisfactory, 3 of them meets expectations and one respondent opinion was needs improvement.

Analyze problems, develops alternatives for solving and initiates corrective actions.



PercentValid Strongly

agree58 46.4 47.9 47.9

Agree 52 41.6 43.0 90.9

Disagree 3 2.4 2.5 93.4

Strongly disagree

1 .8 .8 94.2

Cant say 7 5.6 5.8 100.0

Total 121 96.8 100.0Missing System 4 3.2Total 125 100.0

Strongly agree Agree Disagree Strongly disagree

Cant say

Analyze problems,develops alternatives for solving and initiates corrective actions.

0

10

20

30

40

50

60

Fre

qu

ency

Analyze problems,develops alternatives for solving and initiates corrective actions.

The above table shows that 46.4% of the employees are strongly agree that they initiates corrective actions for solving problems and 41.6% of the employees opinion was agree and the remaining employees opinion was like disagree(3 members),strongly disagree(1 member) and (7 members) cant say.

How often you delegate authority to your subordinate at work place?



PercentValid Large

extent11 8.8 9.0 9.0

Some extent

56 44.8 45.9 54.9

Rarely 50 40.0 41.0 95.9

Never 5 4.0 4.1 100.0


Total 125 100.0

Large extent Some extent Rarely Never


0

10

20

30

40

50

60

Fre

qu

en

cy


The above graph shows that employees rarely delegate authority to their subordinates at work place.

Level of motivational skills use to improve positive performance among your subordinate to achieve organization goals.

Level of motivational skills use to improve positive performance among your subordinate to achieve organization goals.


PercentValid Large

extent72 57.6 57.6 57.6

Some extent

40 32.0 32.0 89.6

Rarely 12 9.6 9.6 99.2

Never 1 .8 .8 100.0

Total 125 100.0 100.0


Level of motivational skills use to improve positive performance among your subordinate to achive organization

goals.

0

20

40

60

80

Fre

qu

ency

Level of motivational skills use to improve positive performance among your subordinate to achive organization

goals.

The above graph shows that more than half of the employees motivate their subordinate performance to large extent i.e. (57.6%) of employees, and 32% of the employees opinion was some extent and the remaining 9.6% opinion was rarely and .8% i.e. one member opinion was never.

To what extent you cooperate with your colleagues?



PercentValid Large

extent71 56.8 56.8 56.8

Some extent

44 35.2 35.2 92.0

Rarely 9 7.2 7.2 99.2

Never 1 .8 .8 100.0

Total 125 100.0 100.0



0

20

40

60

80

Fre

qu

enc

y


The above graph shows that more than half of the employees cooperate with their colleagues to large extent i.e. (56.8%), and 35.2% of the employees cooperate to some extent and a very few employees like 7.2% rarely cooperate.

Have you used creative ability to discuss and work with colleagues to think up new systems and styles of working?




agree44 35.2 35.8 35.8

Agree 74 59.2 60.2 95.9

Disagree 3 2.4 2.4 98.4

Strongly disagree

1 .8 .8 99.2

Cant say 1 .8 .8 100.0


Strongly agree Agree Disagree Strongly disagree

Cant say


0

20

40

60

80

Fre

qu

ency


The above table shows that 59.2% of the employees agree that they use creative ability to discuss and work with colleagues and 35.2% of the employees strongly agree and the remaining 2.4% of the employees opinion was disagree.

To what extent you feel responsible for completing the task given by your superior?



PercentValid Large

extent94 75.2 75.8 75.8

Some extent

21 16.8 16.9 92.7

Rarely 8 6.4 6.5 99.2

Never 1 .8 .8 100.0

Total 124 99.2 100.0

Missing System 1 .8Total 125 100.0



0

20

40

60

80

100

Fre

qu

ency


The above graph shows that 75.2% of the employees feel responsible for completing the task given by superior and 16.8% of the employee’s opinion was to some extent they are responsible.

Would you like to expand your knowledge to become more proficient at this job?




agree66 52.8 55.0 55.0

Agree 50 40.0 41.7 96.7

Disagree 2 1.6 1.7 98.3

Cant say 2 1.6 1.7 100.0

Total 120 96.0 100.0

Missing System 5 4.0Total 125 100.0

Strongly agree Agree Disagree Cant say


0

10

20

30

40

50

60

70

Fre

qu

ency


The above graph shows that most of the employee’s (52.8%) opinion was strongly agree for expanding their knowledge and 40% of the employees opinion was agree.

Are you loyal to your colleagues and subordinates when they really needed your help?




agree62 49.6 49.6 49.6

Agree 57 45.6 45.6 95.2

Disagree 3 2.4 2.4 97.6

Strongly disagree

3 2.4 2.4 100.0

Total 125 100.0 100.0

Strongly agree Agree Disgree Strongly disagree


0

10

20

30

40

50

60

70

Fre

qu

ency


The above table shows that out of the total 125 respondents,119 members opinion was strongly agree(62 members) and agree(57 members) that they are loyal in helping their colleagues and subordinates and the remaining 6 members opinion was disagree and strongly disagree.

Level of satisfaction on your current job profile.

Level of satisfaction on your current job profile.


PercentValid Above

95%41 32.8 33.1 33.1

95-85% 39 31.2 31.5 64.5

84-65% 27 21.6 21.8 86.3

64-50% 11 8.8 8.9 95.2

Below 50% 6 4.8 4.8 100.0

Total 124 99.2 100.0Missing System 1 .8

Total 125 100.0

Above 95% 95-85% 84-65% 64-50% Below 50%

Level of satisfication on your current job profile.

0

10

20

30

40

50

Fre

qu

en

cy

Level of satisfication on your current job profile.

The above graph shows that 32.8% of the employee’s satisfaction is above 95% and 52.8% of the employees satisfaction is between 95-65% and the remaining 13.6% of the employee’s satisfaction is between 64% to below 50%.

Level of contribution you have made in organization to achieve its goals.

Level of contribution you have made in organization to achieve its goals.


PercentValid Above

95%42 33.6 33.9 33.9

95-85% 45 36.0 36.3 70.2

84-65% 17 13.6 13.7 83.9

64-50% 17 13.6 13.7 97.6

Below 50% 3 2.4 2.4 100.0

Total 124 99.2 100.0Missing System 1 .8Total 125 100.0

Above 95% 95-85% 84-65% 64-50% Below 50%

Level of contribution you have made in organization to achive its goals.

0

10

20

30

40

50

Fre

qu

en

cy

Level of contribution you have made in organization to achive its goals.

The above graph shows that 33.6% of the employee’s contribution is above 95% and 36% of the employees contribution is between 95-85% and 27.2% of the employees contribution is between 84-50% and the remaining 2.4% of the employee’s contribution is below 50%.

Cross tabs

Age * Designation Cross tabulation

Count

Designation

TotalDeputy director

Training coordinator Office staff Fso Fbo

Age 20-30 0 0 3 29 17 49

31-40 0 2 0 16 11 29

41-50 2 0 0 3 12 17

Above 50

2 0 4 8 4 18

Total 4 2 7 56 44 113

20-30 31-40 41-50 Above 50

Age

0

5

10

15

20

25

30

Co

un

t

Designation

Deputy director

Training coodinator

Office staff

Fso

Fbo

Bar Chart

The above graph shows the cross tabulation between age and designation’s. As the numbers of respondents are from fso’s cadre so, this designation covers all the age groups. And the executive staff (Dy directors) age group is between 41-50 and above 50, and the two training coordinators age group is between 31-40 and in office staff 3 members age group is between 20-30 and the remaining 4 members age group is above 50.

Age * Experience Cross tabulation

Count

Experience

Total0-5 6-10 11-15 16-20 Above 20Age 20-30 36 11 0 2 0 49

31-40 7 14 4 3 1 29

41-50 0 0 0 8 9 17

Above 50

0 0 1 0 17 18

Total 43 25 5 13 27 113

20-30 31-40 41-50 Above 50

Age

0

10

20

30

40

Co

un

t

Experience

0-5

6-10

11-15

16-20

Above 20

Bar Chart

The above graph shows that 0-5 years experience of employees are more in 20-30years of age group, and 6-10yr experience of employees cover age group between 20-31, and 11-15yr experience of employees cover age group between 31-40 and above 50, and 16-20yr experience of employees covers age group from 30-50, and finally above 20yr experience of employees age group is between 40-above 50.

Age * Qualification Cross tabulation

Count

Qualification

Total7th 10th Inter Degree PGAge 20-30 1 1 5 28 15 50

31-40 1 5 3 15 5 29

41-50 0 10 2 5 0 17

Above 50

0 4 4 8 0 16

Total 2 20 14 56 20 112

20-30 31-40 41-50 Above 50

Age

0

5

10

15

20

25

30

Co

un

t

Qualification

7th

10th

Inter

Degree

PG

Bar Chart

The above graph shows that the degree qualification covers all the age groups,and the PG employees age group is between 30-40,the inter & 10th qualification also covers all the age groups, and the qualification 7th employees are only two members and age group is between 20-40yr.

Frequencies





above expectations

25 20.3 21.2 39.0

meets expectations

43 35.0 36.4 75.4

needs improvement

19 15.4 16.1 91.5



exceptional above expectations

meets expectations

needs improvement

unsatisfactory


0

10

20

30

40

50

Fre

qu

ency


The above table shows that the employees has given their opinion about their superiors, so 21 members of employees rate their superior as exceptional in applying knowledge and skills necessary to complete work,25 members opinion is above expectations ,and the highest no. of employees i.e.(43 members) opinion is meets expectations, and 19 members feel that their superiors needs some improvement, and very few i.e.10 members were unsatisfactory.





above expectations

23 18.7 20.4 41.6

meets 41 33.3 36.3 77.9

expectationsneeds improvement

22 17.9 19.5 97.3




meets expectations

needs improvement

unsatisfactory


0

10

20

30

40

50

Fre

qu

en

cy


The above table shows that the highest percent i.e. 33.3% of employee’s opinion is that their superiors meet expectations in efficiently handling the work, and 19.5% of employee’s opinion is exceptional, and about 36.6% of employees opinion is above expectations(18.7%) and needs improvement(17.9%),and remaining 2.4% i.e. (3 members) opinion is unsatisfactory.





above expectations

25 20.3 21.4 42.7

meets expectations

45 36.6 38.5 81.2

needs improvement

17 13.8 14.5 95.7




meets expectations

needs improvement

unsatisfactory


0

10

20

30

40

50

Fre

qu

en

cy


The above graph shows that the highest no. of employees (45 members) opinion is meets expectations in communicating, and there is similar no. of employees (25 members) opinion is for exceptional and above expectations, 17 number of employees opinion is that their superiors needs improvement, and remaining 5 members opinion is unsatisfactory.





above expectations

29 23.6 24.8 54.7

meets expectations

37 30.1 31.6 86.3

needs improvement

14 11.4 12.0 98.3




meets expectations

needs improvement

unsatisfactory


0

10

20

30

40

Fre

qu

ency


The above graph shows that the employees has given the same level of rating for exceptional and meet expectations options for their superior, and 29 members of employees opinion is above expectations,17 members opinion is that superiors needs improvement, and remaining 2 members is unsatisfactory.




PercentValid strongly agree 43 35.0 36.8 36.8

agree 49 39.8 41.9 78.6

disagree 10 8.1 8.5 87.2

strongly 3 2.4 2.6 89.7

disagreecant say 12 9.8 10.3 100.0


strongly agree agree disagree strongly disagree

cant say


0

10

20

30

40

50

Fre

qu

en

cy


The above graph shows that all most half of the employee’s opinion is agree for their superiors in handling organization issues, and 43 members opinion is strongly agree, and for remaining 3 options the graph shows highest rating for cant say option.

Analyze problems, develops alternative for solving and initiates corrective actions.

Analyze problems, develops alternative for solving and initiates corrective actions.



agree 59 48.0 51.3 81.7

disagree 10 8.1 8.7 90.4

strongly disagree

1 .8 .9 91.3

cant say 10 8.1 8.7 100.0



cant say

Analyze problems,develops alternative for solving and initiates corrective actions.

0

10

20

30

40

50

60

Fre

qu

ency

Analyze problems,develops alternative for solving and initiates corrective actions.

The above graph shows the highest rating is for agree option i.e. almost 60 members opinion is agree for their superiors in solving and initiating corrective actions, and 35 members opinion is strongly agree, and a similar no, of employees opinion is disagree and cant say.

Frequencies

Accurately and thoroughly applies requisite knowledge and skills necessary to complete work




above expectations

8 7.0 7.4 24.1

meets expectations

34 29.6 31.5 55.6

needs improvement

35 30.4 32.4 88.0




meets expectations

needs improvement

unsatisfactory


0

10

20

30

40

Fre

qu

en

cy


The above table shows that the employees has given opinions about their subordinates, the graph shows similar rating given by employees for both meets expectations and needs improvement for their subordinate in applying knowledge and skills to complete work, and members opinion is exceptional,8 members opinion is above expectations, and remaining 13 members opinion is unsatisfactory for their subordinates.





above expectations

18 15.7 16.4 40.9

meets expectations

27 23.5 24.5 65.5

needs improvement

30 26.1 27.3 92.7




meets expectations

needs improvement

unsatisfactory


0

5

10

15

20

25

30

Fre

qu

ency


The above table shows that the similar no. of employees (27 members) has given their opinions for exceptional and meets expectations, 30 members opinion is needs improvement for their subordinates in handling the volume of work to meet deadlines,18 members opinion is above expectations, and remaining 8 members opinion is unsatisfactory for their subordinates.





above expectations

20 17.4 18.2 33.6

meets expectations

37 32.2 33.6 67.3

needs improvement

30 26.1 27.3 94.5




meets expectations

needs improvement

unsatisfactory


0

10

20

30

40

Fre

qu

en

cy


The above table shows that the highest no. of employees (37 members) opinion is meets expectations for their subordinates in communicating, the second no .of employee’s opinion is needs improvement,20 employees opinion is above expectations,17 employees opinion is exceptional, and the remaining 6 employees opinion is unsatisfactory for their subordinates.

Develops plans and organize projects, tasks and resources to accomplish work objectives.

Develops plans and organize projects, tasks and resources to accomplish work objectives.



above expectations

13 11.3 11.9 37.6

meets 28 24.3 25.7 63.3

expectationsneeds improvement

35 30.4 32.1 95.4




meets expectations

needs improvement

unsatisfactory

Develops,plans and organize projects,tasks and resources to accomplish work objectives.

0

10

20

30

40

Fre

qu

ency

Develops,plans and organize projects,tasks and resources to accomplish work objectives.

The above graph shows that the highest rating by employees for their subordinates is needs improvement in accomplishing work objectives, and the similar no. of employees (28 members) opinion is for exceptional and meets expectations,13 employees opinion is above expectations ,and the remaining 5 members opinion is unsatisfactory.





agree 51 44.3 46.4 76.4

disagree 11 9.6 10.0 86.4

strongly 2 1.7 1.8 88.2

disagreecant say 13 11.3 11.8 100.0



cant say


0

10

20

30

40

50

60

Fre

qu

ency


The above table shows that the 51 employee’s opinion is agree for their subordinates in handling organization issues, 33 employee’s opinion is exceptional, and similar no of employees (13 members) opinion is for disagree and cant say options.





agree 48 41.7 45.3 80.2

disagree 8 7.0 7.5 87.7

strongly disagree

1 .9 .9 88.7

cant say 12 10.4 11.3 100.0



cant say

Analyze problems,develops altrenatives for solving and initiates corrective actions.

0

10

20

30

40

50

Fre

qu

en

cy

Analyze problems,develops altrenatives for solving and initiates corrective actions.

The above table shows that the highest no of employees (48 members) opinion is agree for their subordinates in initiating corrective actions, 37 employee’s opinion is exceptional, 9 members opinion is disagree, and the remaining 12 employees opinion is cant say.

OBSERVATIONS

The employees are happy to work in this organization as there exists friendly

atmosphere in the organization

There is less work pressure for the employees in the organization.

65% of the employees feel that there is proper coordination between superiors and

subordinates.

The employees are satisfied with their current job profile.

The employees seemed very responsible and hard working in achieving the targets of

the organization.

Employees don’t seem to be taking unnecessary pressures and tensions.

The employee’s level of contribution was satisfactory in achieving organization

goals.

The employees are very much satisfied with the trainings conducted by the

organization.

Almost all the employees are satisfied working in that organization

SUGGESTIONS

As the organization does not follow the performance appraisal system needs some

improvements for achieving better results.

The company should be able to disclose at least few of its future plans with the

employees in order to have a closed vision.

Recognizing the employee skills and placing them in a better position.

Work responsibilities must be according to the qualification and experience of the

employee.

The organization should follow performance appraisal process.

The organization should assess the employee based on their performance.

CONCLUSIONS

In order to improve the performance level of the employee’s at the organization it is

necessary to implement certain types of programs such as performance appraisal system,

training and development programs, proper promotion systems, developing the employees in

multi-skill training etc.and at all levels particularly in the world of fast changing technology

values and environment.

APFA is been justifiable good, as it has met the maximum level of satisfaction by many

employees and also been helping the employees by providing critical inputs to meet their

level of satisfaction.

APFA has considerably effective in various programs. And the organization greatest strength

today is its employees and their dedicated efforts coupled with the full support and guidance

from its management.

Finally, this project has been a value addition for me, in terms of learning and exposure to

assess the performance of different cadres of employees in the organization.

ANNEXURE

Dear Sir / Madam,

I S.Navanitha studying MBA II year in CMED Business School Hyderabad. As part of my studies, I am doing my project at AP FOREST ACADEMY on the above subject.

I request you to spend your valuable time in filling up the enclosed questionnaire and return at the earliest. I assure you that the information furnished by you will be strictly confidential and will be used only for my academic purpose.

QUESTIONNAIRE

A study on assessing employee’s performance in AP forest academy

PERSONAL DETAILS:NAME:

AGE:

DESIGNATION:EXPERIENCE:

QUALIFICATION:

1) Accurately and thoroughly applies requisite knowledge and skills necessary to complete work.

SELF exceptional Above expectations

Meets expectations

Needs improvement

unsatisfactory

SUPERIOR exceptional Above expectations

Meets expectations

Needs improvement

unsatisfactory

SUBORDINATE exceptional Above expectations

Meets expectations

Needs improvement

unsatisfactory

.

2) Productively and efficiently handles volume of work required by job and meets deadlines.


Meets expectations

Needs improvement

unsatisfactory


Meets expectations

Needs improvement

unsatisfactory


Meets expectations

Needs improvement

unsatisfactory

3) Capably articulates thoughts and ideas while speaking.


Meets expectations

Needs improvement

unsatisfactory


Meets expectations

Needs improvement

unsatisfactory


Meets expectations

Needs improvement

unsatisfactory

4) Develops, plans and organize projects, tasks and resources to accomplish work objectives.


Meets expectations

Needs improvement

unsatisfactory


Meets expectations

Needs improvement

unsatisfactory


Meets expectations

Needs improvement

unsatisfactory

5) Capably handles organization issues in a confident manner.

SELF Strongly agree

Agree Disagree Strongly disagree

Cant say

SUPERIOR Strongly agree


Cant say

SUBORDINATE Strongly agree


Cant say

6) Analyze problems, develops alternatives for solving and initiates corrective actions.

SELF Strongly agree


Cant say

SUPERIOR Strongly agree


Cant say

SUBORDINATE Strongly agree


Cant say

7) How often you delegate authority to your subordinate at work place.

A) Large extent b) Some extent c) Rarely d) Never

8) Level of motivational skills use to improve positive performance among your subordinate to achieve organization goals. A) Large extent b) Some extent c) Rarely d) Never

9) To what extent you cooperate with your colleagues.


10) Have you used creative ability to discuss and work with colleagues to think up new systems and styles of working?

A) Strongly agree b) Agree c) Disagree d) Strongly disagree e) Can’t say

11) To what extent you feel responsible for completing the task given by your superior.


12) Would you like to expand your knowledge to become more proficient at this job?


13) Are you loyal to your colleagues and subordinates when they really needed your help?


14) Level of satisfaction on your current job profile.

A) Above 95% b) 95-85% c) 84-65% d) 64-50% e) below 50%

15) Level of contribution you have made in organization to achieve its goals.

A) Above 95% b) 95-85% c) 84-65% d) 64-50% e) below 50%

BIBLIOGRAPHY

BOOKS REFFERED:

Human Resource Management - By Raymond A Noe

Personnel Management - By C.B.Mamoria

Personality Development- By P.K.Arya

Beyond Training (Database analysis of APFA)

- By Dr.C.Suvarana, IFS

WEBSITES:

WWW.WIKIPEDIA.COM

WWW.APFA.COM

WWW.CITEHR.COM

http://WWW.APFA.COM/

Performance Appraisal Project(2)(3)

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Transcript of Performance Appraisal Project(2)(3)