“A STUDY ON

EMPLOYEE PERFORMANCE MANAGEMENT ON

HIRING” AT COGNIZ CAPITAL PVT LTD , HYDERABAD.

BY

SHRAVANI . YELAGANDULA

(HT . NO :130518672057)
Project submitted in partial fulfillment for the award Degree of

MASTER OF BUSINESS ADMINISTRATION

From: OSMANIA UNIVERSITY

UNDER THE GUIDANCE OF ARSHIA RIYAZ

(ASSISTANT PROFESSOR)

AVANTHI DEGREE AND PG COLLEGE

APPROVED BY AICTE & AFFILIATED TO

OSMANIA UNIVERSITY

DILSUKHNAGAR , HYDERABAD - 500060

ACADEMIC YEAR : 2018-2020

 DECLARATION

I hereby declare that this Project report titled “A STUDY ON EMPLOYEE PERFORMANCE
MANAGEMENT ON HIRING AT COGNIZ CAPITAL PVT LTD, HYDERABAD”
submitted by me to the Department of Business Management, O.U., Hyderabad, is a bonafide
work undertaken by me and it is not submitted to any other University or Institution for the
award of any degree diploma/certificate or published any time before.

Name of the Student Signature of the Student

SHRAVANI YELAGANDUNDULA

Date:
COLLEGE CERTIFICATE

COMPANY CERTIFICATE
 ABSTRACT

The Performance Management System is a process of setting objectives, making plans to achieve
those objectives and accomplish the desired results. Rewards and recognition are the end stage of
this process. Organizations use this system to assess the performance of an individual, a team, a
function and then the organization as a total. In this project, the whole performance management
system is described for the companyCOGNIZ CAPITAL.

This cycle starts when COGNIZ CAPITAL signs a Memorandum of Understanding the
customers in India. In this memorandum the vision, mission and values, targets and action plans
are mentioned. In COGNIZ CAPITAL , systems have been devised to cascade Organizational
Goals into individual goals by framing out objectives of the company from the understanding of
the customers at corporate level and there by preparing a Balance Score Card both at corporate
and unit level. The summarized feature of this process is sequentially breaking down the
organizational goals into an individual‘s Performance Technical system.This project describes
the Technical system i.e. the Performance Management System which is followed in Cogniz
capital. This project also describes the problems faced by the appraisees and the appraisers in this
system. It also elaborates about the steps taken by the appraisers to improve the performances of
the appraisees so that their efficiency can be increased and later the rewards and recognitions are
given in the form of promotions, incentives and empowerment.

ACKNOWLEDGEMENT

In the completion of this project report, I have received encouragement and support from various
quarters, which need special mention.

Firstly I would like to offer my sincere thanks to Mr. M. SRINIVAS RAO GARU,
CHAIRMAN, AVANTHI GROUP OF INSTITUTIONS for his support and encouragement.
I would like to thank Dr. S. APPARAO, PRINCIPAL, AVANTHI PG COLLEGE for sparing
his valuable time in giving the valuable information and suggestions all through, for successful
completion of my project. I express my gratitude to Dr. N.RENUKA, HOD, AVANTHI PG
COLLEGE for her valuable suggestions, encouragement and open minded discussions have
been a source of inspiration during this project work.

I would like to thank my project guide, Mrs ARSHIA RIYAZ , ASSISTANT PROFESSOR for
her guidance and suggestion and his/her kind help and motivation in completing the project.

I wish to express my deep and sincere gratitude to the management of COGNIZ CAPITAL
PVT LTD, HYDERABAD. For their gesture of allowing me to undertake this project. I wish to
express my profound thanks to project guide MR.DILIP PRADHAN(MANAGER) for providing
the initial guidance and the employees who lent their hand towards the completion of this study.

I express my deep gratitude to my parents who were always there as a backbone to me in

motivating and upholding me in all my trials and tribulations.

I thank everyone whom I could not mention by name who extended their help in completion of
this work.

SHRAVANI . Y
 CHAPTER - I
INTRODUCTION

INTRODUCTION TO PERFORMANCE MANAGEMENT

The success of an Organization depends on how well you take care of the internal customer‘s i.e
workforce and focus on their continuing performance improvement which fulfils all interests
personally and professionally. At the same time, the Organization aims at improving the
performance of its people by rigorous development programs which in turn improve the
Organization performance. In short Performance management is the buzzword and today saying
is as you Perform or Perish.

Performance management deals with the challenge organizations face in defining, measuring, and
stimulating employee performance with the ultimate goal of improving organizational
performance. It is the process through which managers ensure employee's activities & resultant
outputs contribute to the organization's goal. This process requires knowing what activities are
desired, how they are planned, organized, implemented & evaluated whether they occur, and
providing feedback to all managers and employees to meet expectations. In the course of
providing feedback, managers and employees may identify gaps and establish ways to resolve
those problems.

Performance Appraisal is an important part of performance management. In itself it is not

Performance Management, but it is one of the ranges of tools that can be used to manage
performance. Because it is most usually carried out by line Managers rather than HR
Professionals, it is important that they understand their role in Performance Management and
how performance appraisal contributes to the overall aims of Performance Management. But on
the contrary with a systematic feedback system, the Manager can identify good and bad
performers. Performance appraisal can also be taken as one aspect of motivating applied in
organization context. Performance appraisal is the process of obtaining, analyzing and recording
information about the relative worth of an employee. The focus of the performance appraisal is
measuring and improving the actual performance of the employee and also the future potential of
the employee. Its aim is to measure what an employee does.
Performance management is a system designed to identify the ways to achieve organizational
goals through constant assessment and feedback leading to improvement of employee
performance. Performance management, unlike the performance appraisal or annual evaluation
process, is an ongoing assessment of employees in a manner geared to match their goals to the
organizational goals. It also makes strong use of goal-setting and metrics to identify progress and
areas of individual strengths Performance Management has been identified as one of the most
complex of man management activities. Performance appraisal is a critical and effective tool in
the development and optimization of human resources in any organisation. It helps people in the
organisation to consciously aim at and improve upon individual performance and organisational
effectiveness. It also facilitates developing an organisational culture of mutuality, openness and
collaboration towards realization of individual, as well as, organisational goals.

Periodic stock taking of the qualitative state of the manpower is of vital importance to an
organisation and the organisation tries to collect the relevant data through the tool of
performance appraisal reports. The data collected serves the needs of organisation in a variety
of decisions in Human Resources Management. In addition, the system is meant to provide
feedback on his performance to the individual concerned.

Every organisation has some method of evaluating the performance of their personnel, some
formal and some informal. Some of the appraisals are done in a fully confidential way and
some done in a partially confidential way. But rarely does one come across a manager who is
happy with the appraisal system in his organisation. But the activity is continued ritually year
after year. The situation exists today in most organisations because of lack of understanding
of potential uses of performance appraisal systems by every one and due improper designing
of performance appraisals. While some sort of evaluation system exists for low and middle
level managerial staff, the systems are not so formal and clear incase of top level managers
and executives in organisations
DEFINITIONs
Performance management is the current buzzword and is the need in the current
times of cut throat competition and the organizational battle for leadership. Performance
management is a much broader and a complicated function of HR, as it encompasses activities
such as joint goal setting, continuous progress review and frequent communication, feedback and
coaching for improved performance, implementation of employee development programmes and
rewarding achievements.

According to Armstrong and Baron (1998), Performance Management is both a strategic and an
integrated approach to delivering successful results in organizations by improving the
performance and developing the capabilities of teams and individual

The process of performance management starts with the joining of a new incumbent in a system
and ends when an employee quits the organization.Performance management can be regarded as a
systematic process by which the overall performance of an organization can be improved by
improving the performance of individuals within a team framework. It is a means for promoting
superior performance by communicating expectations, defining roles within a required
competence framework and establishing achievable benchmarks.

This is a tool which is used to communicate the organizational goal to the employees
individually,allot individual accountability towards that goal and tracking of the progress in the
achievement of the goals assigned and evaluating their individual.

Performance management is the continuous process of identifying,measuring and developing the

performance of individuals/teams with the goal of aligning performance with the strategic goals
of the organization.

An organization can perform its task with the help of resources as Men, Machine, Material,
Method and Money. Among these, manpower is a live and generating resource and other
resources are non-living. Manpower is an important resource because it utilizes other resources
and gives output and if manpower is not available then other resources are useless and cannot
produce anything in the organizations. Out of all the factors of production, manpower has the
highest priority and is the most significant factor of production and plays a pivotal role in the area
of productivity and quality. Hence, the principal component of an organization is its human
resources.
Human resources have been defined from the national viewpoint as ̳the knowledge, skills,
creative abilities, talent and aptitudes obtained in the population: whereas from the viewpoint of
the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and
skills as exemplified in the talents and aptitudes of its employee‘. Here, the question arises how
human resources are to be utilized. Further, the business environment is changing drastically and
the environmental factors are uncontrollable. Every environmental factor like social, cultural,
legal, political, economic, technology and competition gets changed very fast.

Again the need for highly skilled and dedicated manpower is felt to give the best output. Now-a-
days, the markets are also very competitive and there is cut throat competition for every
organization and it is very difficult to start, survive, stabilize and excel in the business. The
organizations that get an advantage over other competitors through their and dedicated manpower
can take the lead in the market. The contribution of employees on job is the most important factor
for development and excellence in business. The performance of employees on different jobs in
close coordination is needed for the success of the organizations.

The performance management system has certain variables such as aligning workforce, building
competencies, driving better business results, continuous development, improving performance
etc. The following diagram represents those variables.

The
Performance Management process in brief involves activities like setting up targets/goals,
systematic performance reviews in qualitative terms and in quantitative terms, identifying
performance gaps and working out development plans for the future.

Employees will be evaluated on the following.

Customer Excellence

Operational excellence

Financial adherence

People management and

Self-development

HISTORY AND EVOLUTION OF PERFORMANCE MANAGEMENT:

The term performance management gained its importance from the times when the competitive
pressures in the marketplace started rising and the organizations felt the need of introducing a
comprehensive performance management process into their system for improving the overall
productivity and performance effectiveness.

The Performance management process evolved in several phases.

1. First Phase: The origin of performance management can be traced in the early 1960‘s when
the performance appraisal systems were in practice. During this period, Annual Confidential
Reports (ACR‟s)which was also known as Employee service Records were maintained for
controlling the behaviors of the employees and these reports provided substantial information on
the performance of the employees.

Any negative comment or a remark in the ESR or ACR used to adversely affect the prospects of
career growth of an employee. The assessments were usually done for ten traits on a five or a ten
point rating scale basis. These traits were job knowledge, sincerity, dynamism, punctuality,
leadership, loyalty, etc. The remarks of these reports were never communicated to the employees
and strict confidentiality was maintained in the entire process. The employees used to remain in
absolute darkness due to the absence of a transparent mechanism of feedback and
communication. This system had suffered from many drawbacks.

2. Second Phase: This phase continued from late 1960‘s till early 1970‘s, and the key hallmark
of this phase was that whatever adverse remarks were incorporated in the performance reports
were communicated to the employees so that they could take corrective actions for overcoming
such deficiencies. In this process of appraising the performance, the reviewing officer used to
enjoy a discretionary power of overruling the ratings given by the reporting officer. The
employees usually used to get formal written communication on their identified areas of
improvements if the rating for any specific trait used to be below 33%.

3. Third Phase: In this phase the term ACR was replaced by performance appraisal. One of the
key changes that were introduced in this stage was that the employees were permitted to describe
their accomplishments in the confidential performance reports. The employees were allowed to
describe their accomplishments in the self appraisal forms at the end of year. Besides inclusion of
the traits in the rating scale, several new components were considered by many organizations
which could measure the productivity and performance of an employee in quantifiable terms such
as targets achieved, etc. Certain organizations also introduced a new section on training needs in
the appraisal form. However, the confidentiality element was still being maintained and the entire
process continued to be control oriented instead of being development oriented.

4. Fourth Phase: This phase started in mid 1970‘s and its origin was in India as great business
tycoons like Larsen & Toubro, followed by State Bank of India and many others introduced
appreciable reforms in this field.

In this phase, the appraisal process was more development driven, target based (performance
based), participative and open instead of being treated as a confidential process. The system
focused on performance planning, review and development of an employee by following a
methodical approach.

In the entire process, the appraisee (employee) and the reporting officer mutually decided upon
the key result areas in the beginning of a year and reviewed it after every six months. In the
review period various issues such as factors affecting the performance, training needs of an
employee, newer targets and also the ratings were discussed with the appraisee in a collaborative
environment. This phase was a welcoming change in the area of performance management and
many organizations introduced a new HR department for taking care of the developmental issues
of the organization.

5. Fifth Phase: This phase was characterized by maturity in approach to handling people‘s
issues. It was more performance driven and emphasis was on development, planning and
improvement. Utmost importance was given to culture building, team appraisals and quality
circles were established for assessing the improvement in the overall employee productivity. The
performance management system is still evolving and in the near future one may expect a far
more objective and a transparent system

ELEMENTS OF PERFORMANCE MANAGEMENT:

There are four main elements of the planning portion of the performance management cycle: role
creation and development, objective planning, assessment and development planning. The first
step, role creation and development, is important because an employee must understand his or her
role in the organization before the performance of that role can be fairly assessed. By first
defining the employee‘s goal, a supervisor can then align the employee‘s objectives with the
organizational goals.

In performance management, employers provide continuous appraisal through feedback and re-
alignment of goals based on performance. Unlike the annual evaluation process, most
performance management systems are designed to meet the changing needs of both the
organization and the employee. Armstrong identifies that performance assessment can include the
following:

• Discussing what the job holder has done and achieved;

• Identifying any shortfalls in achieving objectives or meeting standards;

• Establishing the reasons for any shortfalls, including changed circumstances;

• Agreeingto any changes required to objectives and work plans in response to changed
circumstances;

• Agreeing to any actions required by the individual or the manager to improve performance. The
organizations that have chosen to use a performance management process have often done so
because the annual evaluation process has failed to meet their appraisal needs. The constant
communication loop of performance management enables organizations to meet both the goals of
their organization and the development and feedback needs of their employees. In contrast, the
annual evaluation process, which is retrospective in nature, provides no formal opportunity for
employees to receive feedback about their performance, request development to increase their
efficiency or ask for new goals during the year.

Creation and development:

In order for performance management to be effective, an employee must have a clear

understanding of his or her organizational role and responsibilities. Armstrong says that the role
profile ―defines the role in terms of the key results expected, what role holders are expected to
know and be able to do and how they are expected to behave in terms of behavioral competencies
and upholding the organizations‘ core values‖ (50). Defining the core competencies for each
employee is one step in effective goal creation because it allows the supervisor to communicate
personalized feedback.

NEED OF THE STUDY

This study helps to create an effective performance management process which can help you
unlock your talent’s full potential and turn your small business into a major threat to your biggest
competitors. Here are 4 reasons why performance management matters and how it can improve
your bottom line:

1. Aligns strategic goals

2. Drives employee development

3. Engages your employees

 4. Encourages performance conversations, feedback, and recognition

The role of HR in the present scenario has undergone a sea change and its focus is on evolving
such functional strategies which enable successful implementation of the major corporate
strategies. In a way, HR and corporate strategies function in alignment. Today, HR works
towards facilitating and improving the performance of the employees by building a conducive
work environment and providing maximum opportunities to the employees for participating in
organizational planning and decision making.

Today, all the major activities of HR are driven towards development of high performance
leaders and fostering employee motivation. So, it can be interpreted that the role of HR has
evolved from merely an appraiser to a facilitator and an enabler. Performance management is the
current buzzword and is the need in the current times of cut throat competition and the
organizational battle for leadership.

The process of performance management starts with the joining of a new incumbent in a system
and ends when an employee quits the organization. Performance management can be regarded as
a systematic process by which the overall performance of an organization can be improved by
improving the performance of individuals within a team framework. It is a means for promoting
superior performance by communicating expectations, defining roles within a required
competence framework and establishing achievable benchmarks.

According to Armstrong and Baron (1998), Performance Management is both a strategic and an
integrated approach to delivering successful results in organizations by improving the
performance and developing the capabilities of teams and individuals. To conclude, performance
management can be regarded as a proactive system of managing employee performance for
driving the individuals and the organizations towards desired performance and results. It‘s about
striking a harmonious alignment between individual and organizational objectives for
accomplishment of excellence in performance.

OBJECTIVES OF THE STUDY

1. To find the effectiveness between monthly performance review and annual performance
feedback at COGNIZ CAPITAL PVT LTD.

2. To analyze the Performance Management System on Hiring at COGNIZ CAPITAL PVT

LTD. in detail and its effectiveness.

3. To analyze the problems faced by the appraisee and the appraiser in this system.

4. To analyze the steps taken by the appraisers for the improvement of the performances
management system on hiring.

SCOPE OF THE STUDY

This project emphasizes on how to adequately manage the performance levels both at an
individual level as well as organizational level though a feedback model.

Performance management is concerned with everything that people do at work.

Performance management covers the following aspects:

1. Planning work (setting goals, expectations and performance standards)

2. Monitoring performance and providing feedback

3. Developing the capacity to perform successfully

 4. Rating performance regularly

5. Rewarding and encouraging good performance

RESEARCH METHODOLOGY

SOURCES OF DATA:

The present study is based on both Primary as well as

Secondary data, however primary data will be used
extensively for analysis.

PRIMARY DATA:

Data collected from a first- hand source is called primary data. For this study, the survey will
consist of using structured questions for taking the responses personally in a limited time
frame and satisfies the purpose of the study.

STUDY AREA:
The study of research is limited to COGNIZ CAPITAL PVT

LTD Secunderabad in Hyderabad city, Telangana State.

PERIOD OF STUDY:

The period of study for the research will be for 30 days, during which the survey
questionnaire will be developed. The responses of the target population will be collected
through direct communication, which constituted the primary data for the research.

SAMPLING METHOD:
The samples will be selected using the Convenient Sampling method.

❖ SIZE OF THE SAMPLE SURVEY:

A sample size of 108 respondents of COGNIZ CAPITAL PVT LTD will be considered for
this study. With a percentile method of 15 Questions.

❖ SAMPLING PLAN:

The data will be collected from their office situated in Hyderabad

city, Telangana State.

❖ QUESTIONNAIRE DESIGN:

The questionnaire will consist of both open ended and close ended questions.

EXPLORATORY STUDY:

The major purpose of the exploratory study is the

identification of problem ,the more precision formulation of
problem and the formulation of new alternative courses of
action.

LIMITATIONS OF THE STUDY

1. This study is only limited to employees at COGNIZ CAPITAL PVT LTD
SECUNDERABAD, Hyderabad.
2. There may be bias on the part of employees while answering the questions.
3. The sample size of the study is limited to 100 not the entire employees of the
Organization.
4. This study is limited only for 45working days in the organization
5. The process of survey was only limited to a couple of hrs in the morning session so
couldn't cover the complete spectrum of evening sessions .

CHAPTER - II

REVIEW OF LITERATURE
REVIEW OF LITERATURE

Gruman, J. A., & Saks. M. (2011). Performance management and employee engagement. Human
resource management review, 21(2), 123-136.

Gruman, J. A., & Saks, A. M. (2011), in the employee engagement many costudy Perfoporary
organizations are placing a greater emphasis on their performance management systems as a
means of generating performance management and entering higher levels of job performance.
We suggest that producing performance increments may be best achieved by orienting the
performance management system to promote employee engagement. To this end, we describe a
new approach to the performance management process that includes employee engagement and
the key drivers of employee engagement at each stage. We present a model of engagement
management that incorporates the main ideas of the paper and suggests a new perspective for
thinking about how to foster and manage employee engagement to achieve high levels of job
performance.

Robinson, H., Carrillo, P., Anumba, C. and A‐Ghassani, A. (2005), "Review and
implementation of performance management models in construction engineering organizations",
Construction Innovation, Vol. 5 No. 4, pp. 203-217. https://doi.org/10.1108/14714170510815258

Robinson, H., Carrillo, P., Anumba, C. and A‐Ghassani, A. (2005), Performance management is
a key issue in the construction industry as a result of complex internal and external factors. Large
construction organizations are implementing performance management models to improve
business processes, products and management of people to facilitate continuous improvement.
This study investigates the implementation of performance management models in large
construction engineering organizations. First, a brief review of the drive for performance
improvement and the strategic considerations for the adoption of performance management
models is carried out with specific reference to the Balanced Scorecard and the EFQM
Excellence Model. Second, using case studies of large construction engineering organizations,
the findings from the implementation of performance management models are analysed and
discussed. It is shown that whilst progress has been made in the implementation of performance
management models in large construction organizations, significant challenges remained at the
planning, deployment and assessment and review stages. This includes the motivation for
performance management, leadership and resources, communication mechanisms, measurement
and data collection techniques and the role of knowledge management. Performance
management models provide a basis to develop strategy for sustaining long-term business
objectives, and more construction organizations will adopt such innovative tools to facilitate
continuous improvement, as the business benefits become clear.
Human Resource Management, 13th edition provides students in human resource management courses and
practicing managers with a comprehensive review of essential personnel management concepts
and techniques in a highly readable and understandable form. As this new edition goes to press, I
feel even more strongly than I did when I wrote the first that all managers not just HR managers
need a strong foundation in HR/personnel management concepts and techniques to effectively do
their jobs. Particularly in these difficult economic times, where students want to be able to apply
at work what they learn in class, this edition continues to particularly focus on practical
applications that all managers can use in carrying out their HR-related responsibilities. If you
adopt the previous edition, you will find transitioning to the 13th edition easy, as the chapter
outline (as well as the outline for each chapter) is more or less the same.
I had two goals in writing the 13th edition. In brief, I wanted it to provide a high-level book
complete coverage with a lower-level books readability, user- friendliness and (relative) brevity.

1. Dozens of new topics. These include new, expanded treatments of reliability, validity,
generalizability, utility, person-job fit, person-organization fit, and bias in Chapter 6 (Employee
Selection), as well as the standard deviation rule in equal employment compliance, retaliation,
job satisfaction and withdrawal, managing voluntary turnover, management s willingness to take
a strike, cross training, the Myers-Briggs type indicator, workflow analysis, job design in job
analysis, task analysis and task statements, the psychological contract, job hazard analysis, safety
awareness programs, operations reviews, competencies of HR professionals, managing voluntary
turnover, employee engagement, the process of job withdrawal, cumulative trauma disorders, a
thoroughly revised and expanded description of the ADDIE training process in Chapter 8, and
new material on employee rights in Chapter 14 (Ethics and Employee Rights and Discipline).
This edition also contains many dozens of recent citations.
 2. A new boxed feature, The Strategic Context, paired with new strategic
human resource management opening scenarios. These boxes illustrate the strategic context of
each chapter s material for instance, how L.L.Bean s employee selection standards help to
produce the employee competencies and behaviors that in turn support L.L.Bean s customer
service strategy. The new chapter opening model says this: that
(1) the company's human resource policies and practices should
(2) produce the employee competencies and behaviors that (3) the company needs to implement
its strategic plan.
3. New HR as a Profit Center boxed features. I've added a new focus throughout the book on the
value proposition and on HR strategy, metrics, and analysis. The new HR as a Profit Center
features give readers actual examples of human resource management practices they can apply
on their jobs to cut costs, boost revenues, and improve performance.

4. A completely revised Chapter 10 on Employee Retention, Engagement,

and Careers, and a completely rewritten and practical discussion in Chapter 11 of how to actually
develop a market competitive salary structure.
5. Eighteen new videos all reviewed by me and with discussion questions and a synopsis for
each video included at the end of each part of the textbook. We have a total of 28 videos on the
DVD.
6. All in a slimmer package. This 13th edition is about 10% (73 pages) shorter than the 12th
edition, which I accomplished mostly by pruning material.

The performance management system is one of the most significant phenomena of the Indian IT
sector. Basically, organization productivity and effectiveness mainly depends on the employee
performance measurement. This system began from the time of world war as a simple method of
income satisfaction but now-a-days it is considered as indispensable for every organization. In
this connection the researcher selected this topic, once a topic has been selected, it is essential to
review all relevant materials which have a bearing on the topic. There have been many research
studies conducted on performance management systems in India and other countries. A brief
review of previous studies has been presented below.

K. Chandhana and Dr. David T Easow (2015) in their article titled ̳Performance Appraisal
Method Used in Top 10 IT Companies – 360 Degree Feedback & Balanced ScoreCard: A
Review‘ has found that the both 360degree feedback and balanced scorecard has its own
loopholes, through these methods are being used by top IT companies. The satisfaction levels of
employees towards these appraisal methods are very low and there is a need for a new appraisal
method which prevents these errors and has the advantages of these methods.

Rajput, et al, (2015) in their article titled ̳Performance Appraisal System‘ explain that
performance appraisal is conducted on an annual basis for existing employees whereas fortrainee
and new recruits it is done on quarterly basis in many organizations. Here the author studies the
multidimensional nature of the job where the nurse manager gives ratings to different jobs in the
nursing process. Thus, Employees who have relatively less competition or lenient appraisers have
higher appraisal than to equally competent employees.

Rinku Sanjeev and Sanjeev Kumar Singh (2014) in their article titled ̳Employee Perception
towards Performance Appraisal Program in Packaging Industry‘ suggest that the employees have
both positive and negative perceptions towards the Performance Appraisal Programme in the
packaging industry. The employees also believe that it is not helpful in reducing grievances
among the people. Employees‘ perceptions also vary according to their demographic differences.
The Performance Appraisal Programs need transparency and well explained parameters for the
acceptance and satisfaction of employees as these impact the overall organisational performance.

AnbarasuThangavelu and Dr. J Clement Sudhahar (2014) Performance Management

Challenges in IT Industry – An Overview‘ concludes that the performance management system
for a large IT organisation should be designed to measure the past and Performance Management
Page 12 potential performance of its employees and its own performance in alignment with the
stated vision of the organization.

Jawad et al., (2014) ̳Impact of Technology on Performance of Employees (A Case Study on

Allied Bank Ltd, Pakistan)‘found that the investment of organizations in new technology has a
good impact on the performance of employees; it increases their efficiency and productivity. It
also makes the organizations more competitive regarding customer services like in the case of
Allied Bank, it becomes more customers focused and services oriented.

Bethuel Sibongiseni Ngcamu (2013) ̳The Empirical Analysis of Performance Management

System: A Case Study of a University in South Africa‘ concluded that the Performance
Management System (PMS) to be effectively implemented flexible PMS needs to be designed in
order to accommodate all employees at all levels. It further recommends that in order for the PMS
to improve effectiveness amongst employees, well-crafted job descriptions in line with
departmental strategic plans that are aligned with the comprehensive organisational strategy; need
to be brought to light.

Rohan Singh, Madhumita Mohanty and Mohanty A.K. (2013) ̳Performance Appraisal
Practices in Indian Services and Manufacturing Sector Organisations‘ concluded that the
conducting periodical review of workforce performance by organizations has become a
fundamental requirement which will help to shrink the gap between employee performance and
successful attainment of its objectives.

Muhammad Shaukat Malik and Surayya Aslam (2013) ̳Performance Appraisal and
Employee‘s Motivation: A Comparative Analysis of Telecom Industry of Pakistan‘ this empirical
research found the significant influence of employee‘s reactions towards performance appraisal
on employee motivation. Employee perceived reactions including perceived satisfaction,
perceived acceptability, perceived utility, perceived fairness and perceived accuracy of
performance appraisal are significantly important to determine the employee work motivation.
Hamu Mokola (2013) ̳The Contributions of Performance Management Systems To performance
in The Namibian Context‘ found that the goal setting theory which predicts that performance
benefits can be realized by implementing specific challenging goals because they have a
motivational effect on employees compared to vague and easy goals. He suggested that employee
participation in goal setting and providing feedback led to higher performance compared to when
goals assigned and no feedback is given.

Rajesh K. Yadav and NishantDabhade (2013) ̳Performance Management system in Maharatna

Companies (a leading public Sector undertaking) of India – A Case study of BHEL, Bhopal
(M.P.)‘ suggested that the effective performance management requires equal standards against
which employees are assessed. In the absence of equal standards, employees are assessed with
subjectivity, which may destroy the process of appraisal and leave it as a body without soul.
Therefore, the problem of unequal standards can be minimized by ensuring that the appraisal
criterion is job-oriented.

Sunil Kumar Pradhan and Dr. Suman Kalyan Choudhury (2012) ̳A survey on employee
performance management and its implication to their relation in OCL India Ltd‘ conducted the
study with three main objectives namely to know the performance management system and how
it helps in organizational development, to assess the efficacy of performance management as a
tool for HR interventions and to know how performance management leads employee
satisfaction, this ultimately increases employee retention. The study found that the main purpose
of performance management is to link individual objectives and organizational objectives in such
a form as to give the best possible platform to the employees to perform at the highest level.

Sandeep Gudla and Valli Sri Krishna Veni (2012) ̳The Study of Performance Management
System in IT Organizations‘ conclude that the performance management system plays a key role
in the organization effectiveness. This system helps to meet business expectations and helps to
speed up to market expectations. It also helps management in making promotion decisions and
finally, the employees in the organization are satisfied with the system which exists in the IT
Industry.
Boachie-Mensah, et al, (2012) conducted the survey on educational institutions of Takoradi,
Ghana, where author study was focused on employee/staff perceptions on performance appraisal
method, biases or error related to the approach. Perception influences people‘s judgment and
attitudes towards particular things, therefore the staff might hold different opinions about the
performance appraisal system in the organization. The research on this concept was analysed,
using different methods such as descriptive statistics and the results of the study says that
employees are affected by the Performance appraisal system and are affected by major error.

S. Haanappel (2011) ̳A framework for IT Performance Management ̳explain that the

performance measurement frameworks include metrics and a budgeting approach. Performance
metrics are used to govern measures and need to match the goals of the organization. When they
are not well implemented the planning and control of these metrics is impeded. The goals of
budgeting system development are the development and maintenance of a process for the
planning and management of activities. These activities are deducted from the strategic and
tactical plans and the corresponding benefits and costs are translated into a financially formulated
plan.

Senthil Ganesh Jerome Joseph (2011) ̳Exploring perceived organizational formalization and
performance review system complexity as predictors of executive atienation in performance
review systems‘ regarded performance review as one of the most complex and controversial
human resource techniques in organizations. The study explored the domain of cognitive
complexity of executive appraises by examining perceived organization formalization and
experiential perceptions of performance review system complexity as predictors of appraised
executive alienation in performance review systems.

Abdul Hameed and Aamir Waheed (2011) ̳Employee development and its effect on employee
performance- A conceptual framework‘ here they analyzed the theoretical framework and models
related to employee performance. The study found that the success or failure of the organization
depends on employee performance. Therefore organizations are investing a huge amount of
money on employee development. The study also developed a model which explains the
relationship between employee development variables (employee learning, skill growth self-
directed and employee attitude) and employee performance variable.

Ahmed et al., (2011) ̳Relationship between Perceived Fairness in Performance Appraisal and
OCB: Mediating role of organizational commitment‘ identified a key factor for the development
of the organisation in an effective and efficient manner. Previous studies indicate that employee
perception towards performance appraisal has a significant impact on employee satisfaction and
their individual performances.

SharmisthaBhattacharjee and Santoshi Sengupta (2011) ̳An Employees Performance

Management in Manufacturing Sector in India‘ stated that the employees are the most valuable
and dynamic assets of an organization. Through the performance management system that can
lead to achieving the strategic objective of sustained & speedy growth, managing human
resources has been featured as a vital requirement in all organizations.

Talya and Berim (2010) explained that the performance appraisal system is not only an
important tool of human resource management to develop their employees, but is also used by
different companies to reward their employees in form of bonuses, promotions, and pay raise etc.
Usage of performance appraisal to reward employees is also used by different theories of
motivation like reinforcement theory etc.

GeetaKumari, Neha Kaleramna and K.M.Pandey (2010) ̳Study on Performance Management

System of Private Companies: A Case Study of Endurance Pvt. Ltd. Maharashtra, India‘
suggested that the performance targets must be clear, specific, challenging, time bound and linked
with value rewards and employees must be properly and adequately communicated regarding the
assigning of values in terms of number of performance.

Ashok Khurana Kanika Goyal (2010) ̳Performance appraisal: A key to HR assessment and
Development‘ explored the performance appraisal practices of selected Indian Industries. It
provides an insight into the concept of performance appraisal, the method and approaches of
performance appraisal, the appraisal process etc. The study observed that at L&T performance of
human resources is appraised at three levels. That is self-appraisal by employee reviewing his
past performance, critical attributes appraisal by immediate supervisor and performance and
development planning for future period by the superior along with the employee. The study
observed that performance appraisal is indispensable to be aware of each employee‘s abilities,
competencies and relative merit and worth for the organization.
Gurbuz and Dikmenli (2007) in their research titled ̳Performance appraisal in public
organizations: An empirical study'' they suggest that younger as well as older employees‘
perception of Performance Appraisal generally does not vary significantly according to their ages.
This apparently suggests that younger and older employees alike are substantially similar in terms
of their commitment and willingness to submit to Performance Appraisal.

Kuvaas (2006) ̳Performance Appraisal Satisfaction and Employee Outcomes: Mediating and
Moderating Roles of Work Motivation‘ explained that the performance appraisal is one of the
most important theories of human resources management and is one of the subjects which have
been studied and investigated in the psychology of work extremely. Those employees who
believe that the organization is trying to supply their needs may have a sense of responsibility
with regard to rendering to the organization through high work performance.

I.M. Jawahar (2006) ̳Correlates of Satisfaction with Performance Appraisal Feedback‘ indicates that the
performance appraisal feedback is the primary impetus for the organization effectiveness and it
investigates potential predictors and consequences of satisfaction with appraisal feedback. An appraisal
feedback was positively related to job satisfaction of the employees, organizational commitment and
negative related to turnover intentions.

Bard Kuvaas (2006) ̳Performance Appraisal Satisfaction and Employee Outcomes: Mediating and
Moderating Roles of Work Motivation‘ explained that the alternative relationships between performance
appraisal satisfaction and employee outcomes in the form of self- reported work performance, affective
organizational commitment and turnover intention. The relationship between performance appraisal
satisfaction and work performance, however, was both mediated and moderated by employees‘ intrinsic
work motivation. The form of the moderation revealed a negative relationship for employees with low
intrinsic motivation and a positive relationship for those with high intrinsic motivation.

Matlala (2011) ̳Employee Fairness Perceptions of a Performance Management System‘

concluded that employees at the organization have a negative perception of the fairness of their
organization's performance management system. It is also clear that employees‘ perceptions of
fairness are influenced by distributive, procedural and interactional justice factors as outlined.
 CHAPTER - III

INDUSTRY PROFILE

&

COMPANY PROFILE
 Company profile

Headquarters:

Secunderabad

Amsri Plaza, SD Road, Regimental Bazaar,

Telangana, 500003.

ABOUT COMPANY:

Cogniz Capital is an independent quantitative investment management firm that serves as an

investment adviser to a mutual fund, private funds, institutional clients and individuals.
The financial services industry manages money for individuals and corporations. It comprises
such organisations as commercial and investment banks, insurance companies, hedge funds,
credit-card companies, consumer finance firms, accounting agencies, and brokerage firms. The
industry’s services are mainly related to banking and insurance services, asset management,
investments, foreign exchange, and accounting.

Financial services form the lifeblood of economic growth and development. They facilitate the
setting up of big and small businesses and the expansion of businesses. Employment and
entrepreneurship created with the help of the services enable people to earn and save.
Financial services show the poor ways out of poverty and of leading better lives. To the wealthy,
financial services offer opportunities to make money grow.

The financial services industry is the largest-earning sector in the world. Through interventions
in industry and agriculture and other formal sectors, they provide lines of credit and investment.

However, financial services have largely eluded the poor and small and micro units, and there is
great potential to extend the services to the informal sector, too. Perhaps, the future of the
financial sector lies here.

Financial Services in India

The financial services sector in India, which accounts for 6 percent of the nation’s GDP, is
growing rapidly. Although the sector consists of commercial banks, development finance
institutions, non banking financial companies, insurance companies, cooperatives, mutual funds,
and the new “payment banks,” it is dominated by banks, which holds over 60 percent share.

The Reserve Bank of India (RBI) is the apex bank of the country, controlling all activities in the
financial sector. Commercial banks include public sector and private sector banks and are under
the regulatory supervision of the RBI. Development finance institutions include industrial and
agriculture banks.

Non-banking finance companies (NBFC) provide loans, purchase stocks and debentures, and
offer leasing, hire purchase, and insurance services.

Insurance companies function in both public and private sectors and are controlled by the
Insurance Regulatory and Development Authority (IRDA).

India also has a vibrant capital market with stocks exchanges controlled by the Securities and
Exchange Board of India (SEBI).

According to “India in Business,” a website of the Union Government, India’s banking sector
assets were worth $1.8 trillion in the 2014-15 financial year.
According to a report by KPMG-CII, India’s banking sector is on the way to becoming the fifth
largest in the world by 2020. The country’s life insurance sector is the biggest in the world, and
the market size is expected to touch about $400 billion by 2020.

The assets of the mutual fund industry are worth $190 billion. The pension corpus fund is
projected to record $1 trillion by 2025. Reforms to put the financial services industry and the
economy on the fast track include measures to make finance available to medium, small, and
micro industries.

India once had a heavily government-dominated financial services industry, and most services
were provided by nationalised banks. Financial sector reforms were initiated in 1991 with the
aim of accelerating economic growth.

In the following years, industry and service sectors were opened up for foreign direct investment.
The reforms ended the dominance of the public sector and reduced direct government control on
industrial investments.

Financial sector reforms in India have improved resource mobilization and allocation. The
liberalisation of interest rates and the easing of cash reserve norms have helped make funds
available to various sectors.However, prudential norms have been tightened and transparency
and regulation increased to avoid a systemic collapse that other countries have suffered.

Investor Servicing

The Mutual Fund Industry in India has outsourced the work of servicing investors, to Registrar
and Transfer Agents (RTAs). These RTAs are Karvy and CAMS, with CAMS covering almost
65% of asset servicing. The only exception is Franklin Templeton Mutual Fund services, which
has its own RTA set up on an in-house basis. These RTAs have investor service centres which
offer a wide range of services such as KYC fulfillment formalities, financial transaction
acceptance and processing, nomination registration, non-financial changes, statement of
accounts, transmission of units, etc.
Financial Advisory Services

Financial Advisory Services practice provides comprehensive financial, economic and strategic
advice to companies with complex business problems or disputes. The knowledge, depth and
expertise of the industry specialised teams is unmatched by any other professional services firm
in the Caribbean. The range of specialised advisory services in mission critical areas of corporate
and business finance include:

Corporate Finance:The professionals provide merger and acquisition, and private equity advice
from a base of deep industry knowledge. They advise companies on the issue and listing of
securities on the Jamaican and United States' equity markets. They have acted as financial
advisors for companies raising funds or evaluating the complex financial implications of
proposed transactions.

Project Finance & Privatisation:The resources are recognised and respected internationally. At
the request of international funding agencies such as the World Bank, International Finance
Corporation and USAID, they have provided resources to advise the Governments of 16
countries in all corners of the globe on privatisation of state resources and project financing.

Corporate Value Consulting

They are a team of professionals who work with clients to maximise their corporation's value in
today's rapidly changing world. Their services include business valuations, due diligence
investigations and the preparation of financial projections and budgets.

Business Recovery Services

They are the premier advisors to business owners and creditors in unlocking and enhancing the
value trapped in underperforming businesses. The services include business turn-around advice
and they are highly experienced receivers and liquidators of companies in various industries.
They also offer services for the management of non-performing loan portfolios.

Some of the Companies in India giving Advisory Services

1. Bajaj capital ltd

2. D.S.P. Merrill lynch ltd

3. Go 4 Advisory Services
4. Kotak Private Equity Group
5. Unit Trust of India etc

ESTABLISHMENT

Cogniz Capital is the Authorized Partner of Aditya Birla Capital. It was registered on
23November, 2012 with CIN (Corporate Identification Number): 74140AP2012PTC084372,
Registration Number’s NSE: AP0922080323, BSE: AP0101840169160, MCX/AP/112541,
NCDEX: 115983.

COGNIZ CAPITAL CORE VALUES

● Trust
● Honesty
● Transparency
● Consistency

COGNIZ CAPITAL MISSION:

● Our mission is to enable individuals and businesses to manage financial risk in India. We
are driven to provide objective, tailored solutions that enhance your life and innovate ideas
which can help Retail investors to maximize their wealth.
● Our mission is to create smart investment plans for every individual, which helps in the
succession of all your financial goals.
● Our goal is to exceed client service expectations, anticipate, future needs and provide
unbiased, clear solutions on a continual basis.
● Cogniz Capital was founded in 2012 with a clear mission to provide customers financial
advice in order to gain profits in your investments and currently deals with multidisciplinary
business of investment-banking, equity markets, wealth advisory & retail loans.

VISION:

Our vision is to continue this practice of protecting our clients’ assets and to help them achieve
 their dreams and life goals. We aim to do this in such a way as to become the trusted source of
knowledge and leadership to our clients, our staff and to the wider community.

PRODUCTS

● Wealth Management
● Equity Research
● Portfolio Management
● Stock Analysis

ACHIEVEMENTS

● 521 Projects completed

● 79 workers employed
● 7 Awards winning
● 2800 Satisfied customer

OVERVIEW

● Their registered address on file is Hno41, plot No41, Vasavi Nagar Karkhana,
Secunderabad-500015, Telangana, India.
● Cogniz Capital Private Limited currently has 2 Active Directors / Partners: Dilip Kumar
Pradhan, Rajesh Kumar Sahoo, and there are no Active Directors / Partners in the company
except these 2 officials.

KEY PERSONS

Cogniz Capital Private Limited currently have 2 Active Directors / Partners:

1. Dilip Kumar Pradhan.

2. Rajesh Kumar Sahoo.

There are no other Active Directors / Partners in the company except these 2 officials.

CUSTOMER’s:

TARGETED CUSTOMERS
Any Individual/Corporate who is getting into investments and who is in need of advice about
that particular investment project.

INTERACTION WITH THEM

They interact with their customers in a polite and gentle way, through Face to Face, Virtual
(Telephone, E-mail).

COMPETITORS TO THE PRODUCTS:

● IIFL,
● Angel Broking,
● Wealth Advisors,
● Magnus Capital Advisory

SWOT ANALYSIS:

STRENGTHS:

1. Experienced Human Capital who are good at analyzing stocks.

2. Emphasis on building stronger bonds with customers.

3. Services offered include Stock research, wealth management, stock analysis.

WEAKNESS:

1. No penetration in rural areas

2. Increase in investment in gold and land

OPPORTUNITIES:

1. High purchasing power of people, who are looking for more investing opportunities

2. Earning urban youth.

THREATS:

1. Stringent economic measures by Government and RBI.

2. Entry of finance firms in Indian markets.

 SCOPE OF THE PERFORMANCE MANAGEMENT AT
COGNIZ CAPITAL

KPI & KRA

Performance Management – Goals, Objectives, KRAs, KPIs – What’s the Difference?

Print Friendly, PDF & Em More and more we see the confusion between Goals, Objectives,
KRAs, and KPIs when it comes to defining and measuring the performance of people in the
organisation. In many instances these terms are used interchangeably – but this is wrong. Of
course there is a relationship between these terms, but the meaning of each is clear and should
not be confused with other terms.

In the interests of improved “people performance management”, we attempt to clarify these

differences and provide examples of how and when each is used.

Goals:

A “goal” can be defined as “The purpose toward which an endeavor is directed“. In personal and
organisational development terms, the goal is the main single aim of the entity.

Examples of Organisational Goals are:

“To be the leading supplier of IT applications in the Region” (however the region is defined –
this is not important for the example.

“To be an Employer of Choice for IT employees” .“To maximise Return on Investment to our
Shareholders”

Each of these “goals” describes a different way of looking at the organisation, and, most
certainly, a different way of achieving and measuring success.

A goal is an “umbrella” statement that then needs to be broken down into how this will be
achieved – in other words, the goal is broken down into strategy to achieve the goal.

An organisation may have more than one goal, but the number of goals should be limited to not
more than

Objectives:

“Objectives” are the elements which, together, achieve the goal.The difference between a Goal
and an Objective is the element of “measurability”. Objectives are the overall strategy by which
the organisation intends to achieve its goal.

Examples of Objectives based on the above Goals are:

“To increase Market Share in the Region by 5% by year end without compromising on service.”
(Obviously in this example a 5% increase is needed to become the leader)

“Reduce Employee Turnover by 5% by year end while maintaining a high level of internal
talent” (No point in reducing turnover just to keep the “dead wood” of the organisation.

“Increase Profit after Tax by 5% by year end while maintaining headcount and service quality”.
(No point in increasing profit if it leads to a falloff in service – which means reduced profit in
following years!)

Objectives break down the goal into “bite-size”, measurable units. Each “objective” defines the
quantity, time limit, and parameters in which it is to be achieved.

A “Goal” can have one or more “Objectives”, but the number of Objectives should also be
limited to ensure that they are both manageable and achievable.

Key Result Areas (KRA)

Goals and Objectives are set at organisational level, then “cascaded” throughout the organisation
to department, and even to individual level if applicable.

“Key Result Areas” or KRAs, also called “Key Performance Areas” (KPAs) refer to general
areas of outcomes or outputs for which a role, or a combination of roles, is responsible. These are
the areas within the organisation where an individual or group, is logically responsible /
accountable for the results.

Typical CORE Key Results Areas for an IT department would be:

IT Strategy and Planning:

Business Solutions (design, development and implementation)

Service Delivery – the management of the delivery of services to the organisation Service
Support – the support of users and service delivery environment

Within the CORE Key Result Areas, there may be specific Key Result Areas:

“Innovation” – if one of the objectives is to create new products and services

“Customer Focus” – if one of the objectives is to improve customer service.

KRAs always link back to Objectives and Goals. This is how we “plan” and “deliver” the
achievement of goals

Identifying KRAs helps the business area and the individuals in the business area to:

Clarify their roles

Align their roles to the organisation’s business or strategic plan

Focus on results rather than activities

Communicate their role’s purposes to others

Set individual and team goals and objectives

Prioritise activities, and improve time/work management

Make value-added decisions and A typical area targets three to five KRAs.

Key Performance Indicators

Sets of Key Performance Indicators, or KPIs, are established to measure performance in Key
Results Areas (or Key Performance Areas) – and by definition, link back to the achievement of
department / organisation objectives, and the achievement of the organisation’s goals.
 Putting it All Together

Goals, objectives, KRAs, and KPIs come together under the banner of “Performance
Management”.

Performance Management refers to the process of setting goals and regularly checking progress
toward achieving those goals.

It is a continuous process feedback loop whereby the outcomes are continually measured and
compared with the target objectives. Any discrepancy or gap is then fed back into changing the
inputs, so as to achieve the desired objectives. Any such management control system involves
communicating the required change and promptly taking action to effect the desired change.

This helps the system or organisation being managed to achieve the required goal or the
strategic plan.

Performance Management has often been confused with “Performance appraisal”. “Performance
Appraisal” forms only the final part of the performance management cycle. Performance
Appraisal is a backwards looking process and a “Lagging Indicator” of performance, measuring
what happened in the past. Performance Management is a forward looking process and a
“Leading Indicator” of performance because it drives a system or organisation towards a desired
future goal.

Fundamental for Performance Management is the system that defines the requirements and sets
the objectives. In Human Performance terms, this is the Job Description and the Performance
Agreement.

The Job Description

The Job Description describes the role that is to be accomplished by a group of individuals, e.g.
Programmers. It defines the purpose of the role, the outcomes, the responsibility areas, the KPIs
to be achieved, the tasks to be performed and the competencies required to accomplish the role.

The Job Description (a) should not be defined against an individual, but rather in terms of the
“role” required by the organisation to achieve its goal, and (b) should not be changed too
frequently otherwise it loses its integrity and its value to the individual.

So, although the KPIs are stated in the Job Description, they are stated in general terms and form
the basis on which to set Individual Objectives for the performance period.

Making it Work

The Performance Management cycle starts, therefore, with the overall goals and objectives of the
organisation. These are cascaded down the organisation and serve to determine the roles
necessary to achieve the objectives and goals.

Once the roles have been defined (Job Description) and incumbents placed into roles,
“IndividualObjectives” are set in a Performance Agreement, based on the KPIs described in the
Job Description, for the Performance Period. These are measured on a regular basis throughout
the Performance Period and corrective action taken when actual performance falls behind
planned performance.
In this cycle there are, therefore, documents that are “long-term”, i.e. Organisational Goals, Job
Descriptions and Competency Profiles, and documents that are “short-term”, that is, they can
change depending on random circumstances. For example, Organisational Objectives – may
change if the economic environment changes and may have short-term horizons (this quarter,
first half of the year, etc.), Individual Objectives (Performance Agreement) – may change if
priorities change or if the actual performance does not meet required performance and may have
short-term horizons (this week, this month, this quarter, etc.)

It stands to reason, therefore, that “long-term” documents should not contain “short-term”
information, and “short-term” documents should not contain “long-term” information.

Conclusion

Goals, Objectives, KRAs, and KPIs are collectively essential elements of the Performance
Management cycle. However, within the cycle, some have a “long-term” focus and some have a
“short-term” focus. If Performance Management is to be implemented successfully, the correct
documents and measures need to be used correctly, and in the correct place.

Performance appraisal:-

Performance appraisal is the process of measuring quantitatively and qualitatively an employee's

past or present performance against the background of his expected role performance, the
background of his work environment, and about his future potential for an organization. The
evaluation of the performance and his immediate superior or some personality of each employee
and other person trained in the techniques of merit rating.

Various rating techniques are employed for comparing individual employees in a group in terms
of personal qualities or deficiencies and the requirements of their respective jobs.
NEED FOR PERFORMANCE APPRAISAL:

Performance appraisal is the process through which an individual employee’s behavior and
accomplishment for fixes are measured and evaluated. The major purpose of measuring and
evaluating is assessing the worth or value. Performance appraisal is thus the process of reviewing
an individual’s performance and progress in a job and assessing his potential for future
improvement. It is a systematic method of obtaining, analyzing and recording information about
a person that is needed.

Majority of the employees strongly agree that the purpose for Performance Appraisal in their
organization is career development, which indicates that the organization is regularly assessing
the performance of the employees.
Majority of the employees are satisfied with their job and the quantity of work assigned to them.
As satisfaction is the most important objective to both the employee and the organization.
Majority of the employees feel that monetary, job satisfaction and job clarity motivates them the
most, because all the three aspects are very necessary for overall development of the employee.

Performance analysis

We distinguish three basic steps in the performance analysis process: data collection, data
transformation, and data visualization. Data collection is the process by which data about
program performance are obtained from an executing program. Data are normally collected in a
file, either during or after execution, although in some situations it may be presented to the user
in real time. Three basic data collection techniques can be distinguished:

Profiles record the amount of time spent in different parts of a program. This information, though
minimal, is often invaluable for highlighting performance problems. Profiles typically are
gathered automatically.Counters record either frequencies of events or cumulative times. The
insertion of counters may require some programmer intervention.

Event traces record each occurrence of various specified events, thus typically producing a large
amount of data. Traces can be produced either automatically or with programmer
intervention.The raw data produced by profiles, counters, or traces are rarely in the form required
to answer performance questions. Hence, data transformations are applied, often with the goal
of reducing total data volume. Transformations can be used to determine mean values or other
higher-order statistics or to extract profile and counter data from traces. For example, a profile
recording the time spent in each subroutine on each processor might be transformed to determine
the mean time spent in each subroutine on each processor, and the standard deviation from this
mean. Similarly, a trace can be processed to produce a histogram giving the distribution of
message sizes. Each of the various performance tools described in subsequent sections
incorporates some set of built-in transformations; more specialized transformations can also be
coded by the programmer.

Parallel performance data are inherently multidimensional, consisting of execution times,

communication costs, and so on, for multiple program components, on different processors, and
for different problem sizes. Although data reduction techniques can be used in some situations to
compress performance data to scalar values, it is often necessary to be able to explore the raw
multidimensional data. As is well known in computational science and engineering, this process
can benefit enormously from the use of data visualization techniques. Both conventional and
more specialized display techniques can be applied to performance data.
As we shall see, a wide variety of data collection, transformation, and visualization tools are
available. When selecting a tool for a particular task, the following issues should be considered:

Accuracy. In general, performance data obtained using sampling techniques are less accurate
than data obtained by using counters or timers. In the case of timers, the accuracy of the clock
must be taken into account.

Simplicity. The best tools in many circumstances are those that collect data automatically, with
little or no programmer intervention, and that provide convenient analysis capabilities.

Flexibility. A flexible tool can be extended easily to collect additional performance data or to
provide different views of the same data. Flexibility and simplicity are often opposing
requirements.

Intrusiveness. Unless a computer provides hardware support, performance data collection

inevitably introduces some overhead. We need to be aware of this overhead and account for it
when analyzing data.Abstraction. A good performance tool allows data to be examined at a level
of abstraction appropriate for the programming model of the parallel program. For example,
when analyzing an execution trace from a message-passing program, we probably wish to see
individual messages, particularly if they can be related to send and receive statements in the
source program. However, this presentation is probably not appropriate when studying a data-
parallel program, even if compilation generates a message-passing program. Instead, we would
like to see communication costs related to data-parallel program statements.
Meaning of Performance Rating:

Performance level or a pace is selected as standard to perform certain tasks. Rating means
gauging and comparing the performance or pace rate of a worker against a standard performance
level set by the lime study analyst. The analyst observes the performance, compares it with other
paces and learns to judge pace level as percent of the standard pace.

In an actual work measurement situation the time study engineer/analyst simultaneously

observes the actual time taken to perform a particular task and rates the performance.

Performance rating can be calculated as:

Performance Rating = – Observed Performance/Normal Performance x 100

The context of normal performance must be such that the time standards set from it must be
within the working capacity of the majority of workers in the unit. It would be of no use if
working standards are too high that only few best workers could attain them since the estimates
based on their performance would never be fulfilled.

Similarly, low performance standards would lead to high earnings of some workers leading to
excessively high labour cost and large difference in earnings of the workers.

Rating Factor:

The time study analyst multiplies actual time or observed time with a factor called “Rating
Factor” or “Leveling Factor” to set the normal time which a normal worker would take. This is
expressed as a percentage of the efficiency of representative worker/operator which shows how
efficient an operator is in comparison to some of his fellow operators.

System of Performance Rating:

Various rating techniques are as follows:

(1) Speed Rating

(2) Westing-house System of Rating

 (3) Synthetic Rating

(4) Objective Rating

(1) Speed Rating:

This rating procedure consists of judging the speed of the operator’s movements in relation to a
normal pace and is noted as a factor. Rating can be applied to different elements of the job and
mathematically

Normal Time = Observed Time x Worker s Speed/Speed Expected from the Work

(2) Westing-house System of Rating:

A four factors system performance Rating was developed at Westinghouse by C.E. Bedaux.

These four factors are:

(i) Skill

(ii) Effort

(iii) Conditions and

(iv) Consistency.
The numerical values for each of these factors are available in tabular form. The operator was
watched while working and given a value from these tables. The observed time is then levelled
by applying the values of four rating factors. Table 19.1 gives the values of these factors.

Performance Rating Table

The observed time for an element of the job was 2 minutes. The ratings were as given below:

Skill excellent B1

Effort Excessive A2

Condition Good C

Consistency Good C

Determine the normal time for the element under observation.

(3) Synthetic Rating:

This system of rating was proposed by Morrow. In this system the pace rate of an operator is
evaluated with the help of predetermined motion time standards (P.M.T.S.). Thus the time study
observer notes down the actual time of performance for the elements as done in the previous
method.

Performance times for many such elements are standardised and tabulated. These are known as
‘Predetermined Motion Time Values’ from this Table the predetermined performance time for
the elements are also noted down. The ratio of the latter to the former (average actual time) gives
the rating factor. Therefore, symbolically,

R = P/A

where R = Performance rating factor.

P = Predetermined motion time standard for the element expressed in minutes.

 A = Average actual time (observed time) for the same element, in minutes.

Example 2:

The average actual times for 8 elements of a job were measured and tabulated below. The
predetermined motion times for two elements i.e. 1 and 3 are also given. Calculate the
performance rating factor.

(4) Objective Rating:

This system of rating was developed by M.E. Mundel. In this operator's tempo of doing a job is
taken into account. In addition to this job difficulty or complexity is also taken into
consideration.First of all, the time study observer rates the work on the basis of his workplace of
doing work. This is called a pace rating. After the pace rating is done, an allowance is added to
the pacerating to take care of the job difficulty.

The following six factors constitute job difficulty:

(i) Amount of body used

(ii) Foot pedals

(iii) Bimanualness

(iv) Eye-hand coordination

(v) Handling requirements, and

(vi) Weight.

Example: 3:

The observed time for an element of job is 0.72 minutes. The pace rating is 80% and the job
difficulty factors given below. Find the normal time.
Here the total secondary adjustment allowance works out to be 20% but we have multiplied by
since due to job complexities a worker is handicapped and put to difficulty. Because of this he
cannot work at his normal pace. On account of this he should be allowed little more time than the
observed time.

Psychological Evaluation of Performance Rating:

Many studies have shown that there is a relationship between physical work and the amount of
oxygen consumed by a worker i.e., a reliable indicator of his performance. Later it was found
that the change in heart beat rate is also a reliable measure of muscular activity. Moreover this
technique is easier than consumption of oxygen.

The procedure for this is that after an operator has worked for a specified period, he is allowed to
sit on a chair and relax.

Side by side heart rate is measured and compared with earlier records till the rate becomes
stabilized. This comparison of the rate for different jobs and different operators would help the
time study observer to find out the performance rating.

Types of performance appraisal practices

Types of Performance Appraisal System

Appraisal does not only involve managers. It is more like an exponentially growing curve – each
vertex is like self, peers, manager on the graph who add value to the employee appraisal process
and help them grow along the curve. Simply say, take a look at the following types.

General Appraisal

It is an ongoing communication between the manager and the employee throughout the year. End
of the year, they will determine if the pre-set goals and objectives were met, provide feedback
and set new goals.

360-Degree Appraisal
It allows other employees to provide feedback about their experience with a specific employee.
This feedback of peers can be reviewed by the manager and considered for the appraisal process.

Technological Performance Appraisal

It assesses technical expertise/capabilities of an employee. It figures out employee throughput

and identifies how sound he/she is technically.

Employee Self-Assessment

The employee assesses himself/herself and it is finally compared with the manager’s completed
assessment results. It is followed by discussions and if there are differences, the manager speaks
to the employee about it.

Manager Performance Appraisal

In this type, managers go through the appraisal process. It is the role of the manager that is very
crucial handling both the team and the client. Manager has to satisfy the clientele without
disrupting the (team’s) employee morale. Most often the manager appraisal process involves
feedback from the respective team members and sometimes from the client as well.

Project Evaluation Review

This is one of the best ways to identify how good an employee is at work. Rather than to wait to
review an employee's end of the year, it helps evaluate the employee's end of each project.
Sales Performance Appraisal

A sales person is judged by the goals he/she has set versus his/her results. Salesmen are closely
held to the financial goals of any organization. The manager and salesperson must find out ways
to achieve goals prior to which they must set realistic goals.
REWARDS AND RECOGNITION

Rewards : Jack Zigon defines rewards as “Something that increases the frequency of an
employee action”. “Something given or received in recompense for worthy behavior or in
retribution for evil arts ”. “It is a satisfying return result or profit.”

Recognition:The art of power of knowing and, of perceiving the identify any experience or
memory with other experiences or memories, Physiologically, recognition is based upon the
simultaneous or consecutive activity of different neuron groups, their comparison and the fact
that the impulses are identical, sensations may be compared with memories, memories with other
memories and the complexes produced by the recombination of the dissociated elements of past
experiences may be compared with memories or with sensations, and recognition may
follow.The process of recognizing “Something or someone by remembering”

In designing a rewards and recognition program, the following guidelines should be

considered.
 ● Rewards should be visible to all members of the organization.
● Rewards should be based on well-defined, credible standards that have been developed
using observable achievements.
● Rewards should have meaning and value for the recipient.
● Rewards can be based on an event (achieving a designated goal) or based on a time frame
(performing well over a specific time period).
● Rewards that are spontaneous (sometimes called on-the-spot awards) are also highly
motivating and should also use a set criteria and standard to maintain credibility and
meaning.
● Rewards should be achievable and not out of reach by employees.
● Non monetary rewards, if used, should be valued by the individual. For example, an avid
camper might be given a 10-day pass to a campsite, or, if an individual enjoys

Rewards and Recognition can be powerful tools for employees’ motivation and performance
improvement. Reward means something given for performance. Recognition is an important
feature in retaining excellent employees and for improving performance. Many types of rewards
and recognition have direct costs associated with them, such as cash bonus stock awards, and a
wide variety of company paid perks.

The primary objective of providing Rewards and Recognition is to encourage and motivate the
employees to do better performance. Rewards and Recognition are one of the motivation aspects
in Human Resources.

Rewards and Recognition are given to achieve desired goals. Rewards system should be closely
aligned to organizational strategies. These strategies could be designed to faster innovation to
provide unique products or services.

Rewards and recognition may be monetary, or non-monetary. Monetary rewards include cash
bonus, stock awards, company paid perks, gift certificates. Non monetary rewards and
recognition including compliments, extra time off, ceremonial awards, and small trinkets such as
mugs, t-shirts, sets of pens and pencils. Rewards and Recognition are very useful to reinforce
good performance.
Requirement of reward system :

These components will be designed, developed and maintained on the basis of reward strategies
and policies which will be created within the context of the organizations between strategies,
culture and environment: they will be expected to fulfill the following broad aims.

● Improve Organizational Effectiveness: Support the attainment of the organization's

mission, strategies, and help to achieve sustainable, competitive advantage.

● Support and change culture: Underpin and as necessary help to change the
'organizational culture' as expressed through its values for performance innovation, risks
taking, quality, flexibility and team working.

● Achieve Integration: Be an integrated part of the management process of the

organization. This involves playing a key role in a mutually reinforcing and coherent
range of personnel policies and processes.

● Supportive Managers: Support individual managers in the achievement of their goals.

● Motivate Employees: Motivate employees to achieve high levels of quality

performance.

CONCEPT OF REWARDS AND RECOGNITION:

Rewards are considered to be a function of efforts put in to reach the standard set on the basis of
accomplishment manifestation. In order to practice these strategy managers’ setup standards of
performance, monitor the behaviour of the employees to observe the extent to which these
standards are attained and allocate rewards & based on the observance of the performance. These
rewards can be applied only where performance and results can be directly and quantitatively
measured.

Recognition is an important factor in retaining excellent employees and for improving

performance. Recognition is important because it sends a powerful message that the recipient is
important. It says that the organization cares about good performance. When this message is
lacking overall performance may drift in search of a direction. If low performers are treated the
same as high performers, the message will be translated that high performances gets you
nowhere. Eventually, many in the workforce will settle at some minimal acceptable level of
performance. Surveys of workers by the public agenda forum have confirmed that most workers
say they are working “significantly below their potential.”
EXAMPLE:
Like a child being given a chocolate cup cake and a big hug after cleaning her room,
rewards & recognition can be powerful tools for employee motivation and performance
improvement. Many types of rewards & recognition have direct costs associated with them, such
as cash bonus stock awards, and a wide variety of company paid perks, like car allowances, paid
packing and giving certificates.

Other types of rewards and recognition may be less tangible, but still very effective. These non-
monetary rewards include formal and informal acknowledgement, assignment of more enjoyable
job duties, opportunities for training and an increase in decision making.

Recognition can be very motivating and help to build feelings of confidence and satisfaction.
Another important goal is increased employee retention. An ASTD report on retention research
identified consistent employee recognition as a key factor in retaining top-performing workers.

To achieve desired goals, the reward system should be closely aligned to organizational
strategies. For example, a company focused on a product differentiation strategy could design
their rewards practices to foster innovation to provide unique products or services. While a
company focused on a cost reduction strategy might focus on rewards for ideas to minimize or
eliminate costs and employee stock awards to foster an ongoing cost reduction emphasis.

SCOPE OF THE STUDY IN REWARDS AND RECOGNITION SYSTEM:

Rewards and Recognitions are important tools for any organization to motivate the employees to
improve their performance. Because money isn’t everything when it comes to keeping your
employees motivated.

The subject of Rewards and Recognition covers monetary rewards and non monetary reward,
recognitions, awards. More specifically we may examine how useful Rewards and Recognition
are in a company to achieve a target. The scope of the study is to know the total reward system in
the COGNIZ CAPITAL.
 CHAPTER - IV

DATA ANALYSIS AND INTERPRETATION

 DATA ANALYSIS AND INTERPRETATION

❖ The study will be conducted by visiting COGNIZ CAPITAL PVT LTD in

Hyderabad city, Telangana State. By using a structured questionnaire method.

❖ The data collected is represented in the form of tables, by using tools such as

column and Pie charts.

❖ The main purpose of study was getting the opinion of people regarding the
performance appraisal system on hiring and what are the problems which are faced by the
appraisees and the appraisals.

❖ The research design in my study was flexible to provide opportunities for

considering different aspects of the problem under study.

QUESTION 1: “Are you satisfied with the present Performance System” ?

1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree
 Strongly Agree 21.3%
Agree 50%
Neutral 23.1%
Disagree 0%
Strongly Disagree 0%
TOTAL 108

INTERPRETATION: So by the results we understand that 21% of employees are highly

satisfied , 50% of employees are satisfied and 23% of employees are neutral.

QUESTION 2: “DO YOU THINK THE PRESENT PERFORMANCE SYSTEM IS

BETTER THAN BEFORE” ?
1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree
 Strongly Agree 23.1%
Agree 43.5%
Neutral 23.1%
Disagree 0%
Strongly Disagree 0%
TOTAL 108

INTERPRETATION: so by the result we understand that 23% of employees are highly

satisfied , 43% of employees are satisfied and 23% of employees are neutral.

QUESTION 3: “THE PRESENT SYSTEM FOCUSES ON QUALITY NOT ON

QUANTITY” ?

Strongly Agree 28.7%

 Agree 37%

Neutral 23.1%

Disagree 8.3%

Strongly Disagree 0%

TOTAL 108

INTERPRETATION: so by the result we understand that 28% of employees are highly

satisfied , 37% of employees are satisfied , 23% of employees are neutral and 8% of
employees are not satisfied.

QUESTION 4: “DO YOU THINK THE TECHNICAL PERFORMANCE SYSTEM

REDUCES BIAS” ?

Strongly Agree 13.9%

Agree 40.7%
 Neutral 35.2%

Disagree 8.3%

Strongly Disagree 0%

TOTAL 108

INTERPRETATION: so by the result we understand that 13% of employees are highly

satisfied , 40% of employees are satisfied , 8% of employees are neutral and 8% of employees
are not satisfied.

QUESTION 5: “AS AN APPRAISEE DO YOU FACE ANY PROBLEM WHILE

SELECTING THE KRAs” ?

Strongly Agree 9.3%

Agree 33.3%

Neutral 42.6%
 Disagree 13.9%

Strongly Disagree 0%

TOTAL 108

INTERPRETATION: so by the result we understand that 9% of employees are highly

satisfied , 33% of employees are satisfied , 42% of employees are neutral and 9% of
employees are not satisfied.

QUESTION 6: “DOES YOUR APPRISEE HELP YOU IN SELECTING THE KRAs” ?

Strongly Agree 10.2%

Agree 50.9%

Neutral 29.6%

Disagree 0%
 Strongly Disagree 0%

TOTAL 108

INTERPRETATION: so by the result we understand that 10% of employees are highly

satisfied , 50% of employees are satisfied and 29% of employees are neutral.

QUESTION 7: DO YOU THINK THE PRESENT LIST OF KRAs COVER ALL

ASPECTS IN YOUR JOB” ?

Strongly Agree 10.2%

Agree 39.8%

Neutral 34.3%

Disagree 13.9%
 Strongly Disagree 0%

TOTAL 108

INTERPRETATION: so by the result we understand that 10% of employees are highly

satisfied , 39% of employees are satisfied , 34% of employees are neutral and 13% of
employees are not satisfied.

QUESTION 8: “DO YOU THINK TECHNICAL SYSTEM SHOULD BE

TRANSPARENT TO THE EMPLOYEES” ?

Strongly Agree 20.4%

Agree 43.5%

Neutral 25%

Disagree 8.3%

Strongly Disagree 0%
 TOTAL 108

INTERPRETATION: so by the result we understand that 20% of employees are highly

satisfied , 43% of employees are satisfied , 25% of employees are neutral and 8% of
employees are not satisfied.

QUESTION 9: “DO YOU GET ANY FORMAL FEEDBACK REGARDING YOUR

PERFORMANCE IN THE ORGANISATION” ?

Strongly Agree 20.4%

Agree 51.9%

Neutral 18.5%

Disagree 8.3%

Strongly Disagree 0%

TOTAL 108
INTERPRETATION: so by the result we understand that 20% of employees are highly
satisfied , 51% of employees are satisfied , 18% of employees are neutral and 8% of
employees are not satisfied.

QUESTION 10: “IS MID YEAR REVIEW IS NECESSARY FOR PERFORMANCE

IMPROVEMENT” ?

Strongly Agree 28.7%

Agree 44.4%

Neutral 19.4%

Disagree 0%

Strongly Disagree 0%

TOTAL 108
INTERPRETATION: so by the result we understand that 28% of employees are highly
satisfied , 44% of employees are satisfied and 19% of employees are neutral.

QUESTION 11: “ ARE ANY STEPS TAKE TO IMPROVE THE PERFORMANCE OF

EMPLOYEES, IF TAKEN IS IT UPTO THE MARK” ?

Strongly Agree 16.7%

Agree 49.1%

Neutral 26.9%

Disagree 0%

Strongly Disagree 0%

TOTAL 108
INTERPRETATION: so by the result we understand that 16% of employees are highly
satisfied , 49% of employees are satisfied and 26% of employees are neutral.

QUESTION 12: “RATING SCORE HELPS IN DIFFERENTIATING A NON

PERFORMER AND A PERFORMER” ?

Strongly Agree 20.4%

Agree 50%

Neutral 20.4%

Disagree 0%

Strongly Disagree 0%

TOTAL 108
INTERPRETATION: so by the result we understand that 20% of employees are highly
satisfied , 50% of employees are satisfied and 20% of employees are neutral.

QUESTION 13: “THE RATINGS THROUGH TECHNICAL SYSTEM HELPS IN

IMPROVING THE BALANCE SCORE CARD” ?

Strongly Agree 18.4%

Agree 52.8%

Neutral 21.3%

Disagree 0%

Strongly Disagree 0%

TOTAL 108
INTERPRETATION: so by the result we understand that 18% of employees are highly
satisfied , 52% of employees are satisfied and 21% of employees are neutral.

QUESTION 14: “DOES TECHNICAL APPRAISAL SYSTEM HAS BROUGHT

TRANSPARENCY IN THE SYSTEM” ?

Strongly Agree 16.7%

Agree 50%

Neutral 25.9%

Disagree 0%

Strongly Disagree 0%

TOTAL 108
INTERPRETATION: so by the result we understand that 16% of employees are highly
satisfied , 50% of employees are satisfied and 25% of employees are neutral.

QUESTION 15: “BETTER PERFORMERS RECEIVE , BETTER INCENTIVES” ?

Strongly Agree 46.3%

Agree 29.6%

Neutral 18.5%

Disagree 0%

Strongly Disagree 0%

TOTAL 108
INTERPRETATION: so by the result we understand that 46% of employees are highly
satisfied , 29% of employees are satisfied and 18% of employees are neutral.

CHAPTER-V

CONCLUSION
 SUGGESTIONS

CONCLUSIONS:

A Survey on “PERFORMANCE MANAGEMENT” has been conducted to know the existing

levels of Performance so that steps to be taken to improve the levels that helps Organization to
maintain a positive attitude among the employees .

After the survey , it is concluded that most of the Employees are satisfied with the existing
system. There are few employees existing with a dissatisfactory level in some areas but it is a
negligible thing and it is not affecting the environment in the organization

SeniorManager give proper feedback to the employees on a day today basis and proper training
or challenging tasks are given to improve their performance.
Mainly the formal training is given at the time of joining the organization few employees may
face problems due to fast explanation. Later senior executives and co-employees help at the
initial stage until the work gets Habituated.

SUGGESTIONS:

1. Based on the findings of the study and personal discussions held with various executives

and employees at COGNIZ CAPITAL PVT LTD , HYDERABAD. Some

possible suggestions and recommendations are given as:
2. It is recommended that Employees should be given effective Training with a mutually
interactive session and in an understandable manner.
3. The Manager should try to analyze the Employee's Strength and Weakness and
accordingly work must be assigned.
4. The Top Level Management is very much concentrated on the results rather than
knowing the capabilities , the employees pressurize themselves a lot which leads to
improper output/end result.
5. The main suggestion is that the Rater who gives the rating measures to other employees
must possess knowledge and be well versed in all activities.
 6. It is recommended that employees should communicate with others and they must be
allowed to communicate with one another so that there may be best possibilities of
knowing them and their capabilities.
7. To conclude , it is imperative to immunize of the problems or hindrances to strengthen
the system.

BIBLIOGRAPHY

BOOKS REFERRED: AUTHORS:

1. Performance management in a week Phil Baguley

2. Human resource and personnel management K. Aswathappa

3. Human resource management C.B Gupta

4. Human resource management 15th edition Gary dessler

5. Human resource management. Millennium Edition, Prashad L.M

Prentice Hall of India , New India

6. Research Methodology 4th edition, Kothari C.R.2001

New age publication

7. Performance Management: Energize every employee, Bacal, R. 1999

Improve performance through feedback, Learn how to
measure performance. McGraw- Hill Publishing Company.

WEB SITES VISITED:

★ www.google.com
 ★ www.humanresources.about.com

★ http://www.cither.com/166568-riview

★ https://www.emerald.com/insight/content/doi/10.1108/14714170510815258/full/html

★ https://www.managementstudyguide.com
★ www.oreilly.com/library/view/performance-management

QUESTIONNAIRE

“EMPLOYEE PERFORMANCE MANAGEMENT”

1. Are you satisfied with the present Performance Appraisal system ?

1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

2.Do you think the present Performance system is effective and better
than the previous ?
1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

3.The present system focuses on quality of work not only on the quantity?
1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

4.Do you think the Technical Performance system reduces bias ?

1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

5.As an appraisee do you face any problem while selecting the KRAs?
1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

6.Does your appraiser helps you in selecting the KRAs?

1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

7.Do you think the present list of KRAs cover all aspects of your job?
1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

8.Do you think the Technical system should be transparent to an

appraisee?
1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

9.Do you get any formal feedback regarding your Performance in the
Organisation?

1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

10.Is Midyear review is necessary for Performance improvement?

1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

11.Are any steps taken to improve the Performance of employees, if taken

is it up to the mark?
1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

12.Rating score helps in differentiating a non-performer and a performer?

1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

13.The ratings through Technical System helps in improving the score in

the balance score card?
1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

14.Does Technical Appraisal System has brought about transparency in the

system?
1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree

15.Better performers receive better incentives?

1. strongly agree 2. agree 3.Neutral 4. disagree 5. strongly disagree