A

PROJECT REPORT

ON

“ANALYSIS OF HR PERFORMANCE APPRAISAL AND BONUS PAYMENTS’’

AT

In the partial fulfillment of the requirement for the award of degree of

BACHELOR OF BUSINESS ADMINISTRATION [BBA]

TO
PUNJABI UNIVERSITY PATIALA

SUBMITTED TO: SUBMITTED BY:

MRS. BINDIA GUPTA SHIVANSHI BANSAL

[Assistant professor of Management] BBA- 6th Sem

BBA

UNI. ROLL NO. - 778602

GOVERNMENT RAJINDRA COLLEGE,BATHINDA

Affiliated to Punjabi University,Patiala .

SESSION
SESS : 2020-2023
 ACKNOWLEDGEMENT

This project would not have been prepered without

the contribution of some individuals whose guidance
has been valuable in completing this project. First and
for most I would like to express my sincere gratitude
to Mrs. Bindia Gupta (my guide through out the
project). From RAJINDRA COLLEGE BATHINDA,
affiliated PUNJABI UNIVERSITY PATIALA, whose effort
to guide me throughout the project right from thr
identification of the project topic to thr conclusion.

Last but not the least I would like to thank almighty

God. My parents and my friends who helped me
gather this data and have sat with me for hours
discussing about the project.
 DECLARATION

I Shivanshi Bansal of BBA 3Rd year Roll no. 778602 declare that
this project report titled “ANALYSIS OF HR PERFORMANCE
APPRAISAL AND BONUS PAYMENTS” in BCL has been prepared by
me in partial fulfillment of the award of Master of Business
Administration under Punjabi University.

I further declare that this project report has not been submitted
earlier in any other university or institution for award of any degree
or diploma.

SHIVANSHI BANSAL
 CERTIFICATE

This is to certify that Ms. Shivanshi Bansal a

student of BBA 3RD year roll no. 778602 batch
2020-2023 has successfully completed her
project “ANALYSIS OF HR PERFORMANCE APPRAISAL
AND BONUS PAYMENTS” in BCL under my
guidance.

DATE__/__/_____ SIGNATURE
OF
PROJECT GUIDE
 TABLE OF CONTENTS

Srn Chapter name Page

no.
CH-1 COMPANY PROFILE
1. INTRODUCTION TO PROJECT
CH-2 IMPORTANCE AND PURPOSE
2.
CH-3 SCOPE OF STUDY
3.
CH-4 RESEARCH METHODOLOGY
4.
CH-5 DATA COLLECTION
5.
CH-6 TOOLS OF DATA COLLECTION
6.
CH-7 TECHNIQUE OF DATA COLLECTION
7.
CH-8 DATA ANALYSIS AND INTERPRETATTION
8.
CH-9 LIMITATIONS
9.
FINDINGS
10.
SUGGESTIONS
11.
CONCLUSION
12.
BIBLIOGRAPHY
13.
ANNEXURE
14.
 COMPANY PROFILE

Bcl Industries Limited is a listed public company

incorporated on 03 February, 1976. It is classified as a public limited
company and is located in Bhatinda, Punjab. It's authorized share capital
is INR 35.00 cr and the total paid-up capital is INR 24.15 cr.
Bcl Industries Limited's operating revenues range is Over INR 500
cr for the financial year ending on 31 March, 2022. It's EBITDA has
increased by 68.23 % over the previous year. At the same time, it's
book networth has increased by 27.38 %. Other performance and
liquidity ratios are available here.
Description: The company manufactures and sells edible oils and
distillers in India and South Asian region.
Products & Services: Vanaspati ghee, Refined vegetable oils, Edible
oils, Rice, Wheat gluten, Potable, Bottled alcohol.
The current status of Bcl Industries Limited is - Active.
The last reported AGM (Annual General Meeting) of Bcl Industries
Limited, per our records, was held on 27 September, 2022. Also, as per
our records, its last balance sheet was prepared for the period ending on
31 March, 2022.
Bcl Industries Limited has six directors - Rajinder Mittal, Sat Narain
Goyal, and others.
The Corporate Identification Number (CIN) of Bcl Industries Limited is
L24231PB1976PLC003624. The registered office of Bcl Industries
Limited is at HAZI RATTAN LINK ROAD POST BOX NO 71,
BHATINDA, Punjab

PAGE NO. 6
REGISTERED DETAILS - BCL INDUSTRIES LIMITED

CIN
L24231PB1976PLC003624
INCORPORATION DATE / AGE
03 February, 1976 / 47 yrs
LAST REPORTED AGM DATE
27 September, 2022

AUTHORIZED CAPITAL
INR 3500.0 Lacs
PAIDUP CAPITAL
INR 2415.0 Lacs
INDUSTRY*
Manufacturing (Chemicals and chemical products)

TYPE
Listed Public Company
CATEGORY
Company limited by Shares
SUBCATEGORY
Non-govt company

. EMAIL ADDRESS
Login for email address. This is to prevent spam.
WEBSITE
http://www.mittalgroup.co.in
REGISTERED ADDRESS
HAZI RATTAN LINK ROAD POST BOX NO 71
BHATINDA
Bhatinda - 151001
Punjab - India
PAGE NO. 7
 FINANCIAL REPORT - BCL INDUSTRIES LIMITED

Here is a summary of financial information of BCL INDUSTRIES LIMITED for the

financial year ending on 31 March, 2022.

 Revenue / turnover of BCL INDUSTRIES LIMITED is Over INR 500 cr

 Net worth of the company has increased by 27.38 %
 EBITDA of the company has increased by 68.23 %
 Total assets of the company has increased by 9.97 %
 Liabilities of the company has decreased by -9.58 %

For a detailed balance sheet

Buy financial report.

Operating Revenue Over INR 500 cr

EBITDA 68.23 %

Networth 27.38 %

Debt/Equity Ratio 0.57

Return on Equity 22.99 %

Total Assets 9.97 %

Fixed Assets 40.52 %

Current Assets -8.62 %

Current Liabilities -9.58 %

Trade Receivables -24.55 %

Trade Payables -22.54 %

Current Ratio 1.84 PAGE NO. 8

CHARGES ON ASSETS - BCL INDUSTRIES LIMITED

DATE OF
CHARGE CREATION/ MODIFIE AMOUN
CHARGE HOLDER
ID MODIFICATIO D T
N
PUNJAB NATIONAL
90171648 14 October, 2022 YES 235.00 cr
BANK
10061585 22 September, HDB FINANCIAL
NO 37.78 lac
8 2022 SERVICES LIMITED
10061584 22 September, HDB FINANCIAL
NO 37.78 lac
7 2022 SERVICES LIMITED
10058162 PUNJAB NATIONAL
09 June, 2022 NO 15.00 cr
8 BANK
10056937 YES BANK
22 April, 2022 NO 9.00 cr
6 LIMITED
10051091
05 March, 2022 YES 120.00 cr Canara Bank
7
10055315 UNION BANK OF
03 March, 2022 NO 70.00 cr
1 INDIA
10051918 PUNJAB NATIONAL
04 January, 2022 NO 9.00 lac
9 BANK
10052036 28 December, HDFC BANK
NO 18.35 lac
5 2021 LIMITED

10051393 30 November, PUNJAB NATIONAL

NO 49.50 lac BANK
5 2021 PAGE NO. 9
10044991 HDFC BANK
07 June, 2021 NO 7.28 lac
3 LIMITED
CHOLAMANDALA
M INVESTMENT
10044613
22 May, 2021 NO 6.83 lac AND FINANCE
0
COMPANY
LIMITED
10044240 HDFC BANK
26 April, 2021 NO 11.88 lac
6 LIMITED
10041171 HDFC BANK
21 January, 2021 NO 61.00 lac
0 LIMITED
10040399 21 December, TATA MOTORS
NO 1.49 cr
7 2020 FINANCE LIMITED
10040125 18 December, HDFC BANK
NO 36.50 lac
2 2020 LIMITED
10039278 28 November,
NO 31.88 lac Axis Bank Limited
5 2020
10039118 07 November, HDFC BANK
NO 1.95 cr
6 2020 LIMITED
10038487
20 October, 2020 NO 2.27 cr Axis Bank Limited
5
10037822 29 September,
NO 1.10 cr Axis Bank Limited
8 2020
10033398 LIC HOUSING
02 March, 2020 NO 21.00 cr
1 FINANCE LTD
10023833 24 December, TATA MOTORS
NO 9.00 cr
6 2018 FINANCE LIMITED
PUNJAB NATIONAL
10625592 15 January, 2016 NO 37.00 cr
BANK
PREVIOUS NAMES

BCL INDUSTRIES &

INFRASTRUCTURES
LIMITED

BHATINDA CHEMICALS
LIMITED

PREVIOUS CINS

No previous CINs were found

for this company.
DIRECTORS – BCL COMPANY LIMITED

The company has 6 directors and 2 reported key management personnel.

The longest serving director currently on board is Rajinder Mittal who was appointed on 01
April, 1992. Rajinder Mittal has been on the board for more than 30 years. The most recently
appointed director is Parampal Singh Bal, who was appointed on 09 January, 2021.

Rajinder Mittal has the largest number of other directorships with a seat at a total of 6
companies. In total, the company is connected to 9 other companies through its directors.

01 April, 1992

RAJINDER MITTAL
Director
01 November, 2004

SAT NARAIN GOYAL

Director
14 August, 2014

RAMESH CHANDER NAYYAR

Director
11 April, 2018

GULAB SINGH
KMP
14 September, 2019

NEERJA JAIN
Director
01 April, 2020

KUSHAL MITTAL
Director
BANK-WISE
WISE BI
BIGGEST
GGEST CHARGES ON ASSETS
ASS

COMPANY NETWORK - BCL INDUSTRIES LIMIT

LIMITED
 IMPORTANCE AND PURPOSE
A performance appraisal is a systematic and periodic process of measuring an individual’s
work performance against the established requirements of the job. It’s a subjective
evaluation of the employee’s strengths and weaknesses, relative worth to the organization,
and future development potential.

Performance appraisals are also called performance evaluations, performance reviews,

development discussions, or employee appraisals.

If you conduct a successful performance appraisal, you can get a handle on what the
employee does best and identify areas that require improvement. Appraisals also come in
handy for deciding how to fill new positions in the company structure with existing
employees.

What is a Performance Appraisal: The Types of Performance Appraisals

Performance appraisals can be broken down into four distinct significant types:

 The 360-Degree Appraisal: The manager gathers information on the employee’s

performance, typically by questionnaire, from supervisors, co-workers, group members,
and self-assessment.
 Negotiated Appraisal: This type of appraisal uses a mediator to help evaluate the
employee’s performance, with a greater emphasis on the better parts of the employee’s
performance.
 Peer Assessment: The team members, workgroup, and co-workers are responsible for
rating the employee’s performance.
 Self-Assessment: The employees rate themselves in categories such as work behavior,
attitude, and job performance.
Note that some organizations use several appraisal types during the same review. For
instance, a manager could consult with the employee’s peers and assign a self-assessment to
the employee. It doesn’t have to be a case of either/or.

How Performance Appraisals Work?

Human resources (HR) departments typically create performanc appraisals as a tool for
employees to advance in their careers. They give people feedback on how well they are
doing in their jobs, ensuring that they are managing and achieving the goals set for them and
assisting them if they fall short.
Performance evaluations assist in determining how to distribute a company's limited budget
for giving out incentives, such as raises and bonuses. In addition, they give businesses a tool
to identify the workers who have made the most contributions to their expansion so that they
may appropriately reward their top performers.

Performance reviews also assist employees and their managers in identifying areas
for improvement and career advancement, as well as in developing a strategy for the
employee's development through extra training and more responsibility.

What is a Performance Appraisal: The Methods of Performance

Appraisals

Performance appraisals come in many forms. Managers and human resources staff
responsible for these appraisals need to choose the best methods based on the size of their
organization and what sorts of responsibilities the employees fulfill.

Methods of Performance Appraisals Include:

 720-Degree feedback: You could say that this method doubles what you would get from
the 360-degree feedback! The 720-degree feedback method collects information not only
from within the organization but also from the outside, from customers, investors,
suppliers, and other financial-related groups.
 The Assessment Center Method: This method consists of exercises conducted at the
company's designated assessment center, including computer simulations, discussions,
role-playing, and other methods. Employees are evaluated based on communication skills,
confidence, emotional intelligence, mental alertness, and administrative abilities. The rater
observes the proceedings and then evaluates the employee's performance at the end.
 Behaviorally Anchored Rating Scale (BARS): This appraisal measures the employee’s
performance by comparing it with specific established behavior examples. Each example
has a rating to help collect the data.
 Checklist Method: This simple method consists of a checklist with a series of questions
that have yes/no answers for different traits.
 Critical Incidents Method: Critical incidents could be good or bad. In either case, the
supervisor takes the employee’s critical behavior into account.
 Customer/Client Reviews: This method fits best for employees who offer goods and
services to customers. The manager asks clients and customers for feedback, especially
how they perceive the employee and, by extension, the business.
 Field Review Method: An HR department or corporate office representative conducts the
employee's performance evaluation.
 Forced Choice Method: This method is usually a series of prepared True/False questions.
 General Performance Appraisal: This method involves continuous interaction between the
manager and the employee, including setting goals and seeing how they are met.
 Human Resource Accounting Method: Alternately called the “accounting method” or
“cost accounting method,” this method looks at the monetary value the employee brings to
the company. It also includes the company’s cost to retain the employee.
 Management By Objective (MBO): This process involves the employee and manager
working as a team to identify goals for the former to work on. Once the goals are
established, both parties discuss the progress the employee is making to meet those goals.
This process concludes with the manager evaluating whether the employee achieved the
goal.
 Performance Tests and Observations: This method consists of an oral test that
measures employees' skills and knowledge in their respective fields. Sometimes, the tester
poses a challenge to the employee and has them demonstrate their skills in solving the
problem.
 Project Evaluation Review: This method involves appraising team members at the end of
every project, not the end of the business year.
 Ratings Scales: These ratings measure dependability, initiative, attitude, etc., ranging from
Excellent to Poor or some similar scale. These results are used to calculate the employee's
overall performance.

 What are Performance Appraisals Used For?

Performance appraisals serve a dual purpose for both organizations and employees.

 For organizations: employee assessments provide insight into an employee's contribution,

enabling management to improve working conditions, address behavioral issues,
recognize employee talents, support skill and career development, and improve
strategic decision-making.
 For employees: performance reviews are a way to recognize and thank them for their
achievements, find opportunities for promotions or bonuses, help them get training or
education to advance their careers, find areas where they can improve, encourage and
involve them in their career development, and start conversations about long-term goals.
Performance appraisal also aims to:

 Provide helpful information to help make decisions regarding transfers, promotions,

terminations, etc.
 Supply the necessary data to identify employee training and development program
requirements.
 Help make confirmation/acceptance decisions regarding employees who have completed a
probationary period.
 Help make decisions regarding raising an employee's salary, offering incentives, or
changing variable pay.
 Clarify expectations and facilitate communication between managers and subordinates.
 Help employees realize their whole potential performance level.
 Collect relevant employee data and keep the records for various future organizational
purposes.

The Benefits of Performance Appraisals

Here is a list of advantages that performance appraisals bring to the table:

 They help supervisors plan promotions for solid, performing employees and dismiss
inefficient workers.
 They help the organization decide how to compensate the employees best. Also,
companies can use performance appraisal records to help determine extra benefits and
allowances.
 They can call attention to employee weaknesses and help set up training programs in-
house.
 The performance appraisals can help make changes in the selection process which
inevitably help hire better employees.
 Performance reviews effectively communicate the employee's performance status and
provide a great way to give feedback on how the employee is doing at their job.
 Performance evaluations are a great motivational tool, providing a snapshot of the
employee's efficiency. This snapshot, in turn, can incentivize the individual to improve
their performance.
.

Company Benefit

Employee evaluations can influence an organisation's performance. They enable firms to:

 Identify areas where management may enhance working circumstances in order to raise
productivity and work quality. They give insight into how people are contributing.
 Deal with behavioural problems before they affect the efficiency of your department.
 Assist employees in their skills and career development.
 Enhance strategic decision-making in scenarios that call for layoffs, succession planning,
or internally filling available posts.
 Motivate employees to contribute more by recognising their talents and skills.

Employee Benefit

Performance reviews should benefit the employees who get them. The knowledge obtained
by evaluating and debating an employee's performance can help you:

 Acknowledge and thank an employee for their accomplishments and contributions.

 Be aware of the chance for a promotion or bonus.
 Recognize and advocate for the need for extra education or training to advance one's
profession.
 Identify the precise areas where skills might be strengthened.
 Encourage an employee to feel invested in and active in their professional development.
 A candid discussion of a worker's long-term objectives.

Improves Your Performance?

The more knowledge and skills you possess, the easier it is to deliver an outstanding
performance on the job. And, of course, an excellent performance appraisal gets you noticed,
promoted, and most likely better compensation.

Simplilearn offers a full range of online classes and bootcamps that can give your skills that
much-needed boost, regardless of what IT field you’re in. For instance, if you’re involved in
the areas of Caltech Post Graduate Program in Data Science, Simplilearn has you covered.

Mobile computing has taken off over the last few years, which means a greater demand
for software development, creating new apps and software for today’s devices.

Whatever your needs, Simplilearn has a vast selection of IT-related classes designed to boost
your skills to help you nail that next performance appraisal or even jump to a new career. So
visit Simplilearn today, and get your start on a better path to success!

What is Bonus?
Bonus is the extra payment or financial component which is received as a reward for
doing one’s job well. Bonus usually comes along with salary of the employee. It is
the gesture of appreciation from the organization towards their employees. Bonus is
given globally in most of the organization across different nations. It is not only given
for the job well done but also to keep the employees motivated and focused.
This is either given during the festivals as well such as Diwali, Christmas, etc. or is
part of the salary structure of the employee. The distribution of the bonus completely
depends upon the policies of the organization. The amount of the incentive depends
upon the profitability of the organization.

Importance of giving Bonus

The reason of the payment of bonus is basically to bridge the gap between the ideal
of a living wage and the wages paid. These payments keep employees motivated
throughout the year as they anticipate payment over and above their wages. A good
amount can lead to retention of talent and overall improvement of employee
relationship within the organization as well.
In India the practice of paying an incentive was first started during the World War 1
when few textile mills granted 10% of wages as the war incentive in 1917, under rule
81A of Defence of India Rules. On the 6th of December, 1960 the Government of
India appointed a bonus commission which was later replaced by the Payment of
Bonus Act, 1965.

Merits of Bonus
Some key advantages are:
1. These components keep the employees motivated.
2. It bridges the gap between the ideal of a living wage and the wages paid.
3. The gesture shows that the organization values and acknowledges good work.
In workplace settings, a bonus is a type of additional compensation an employer
gives to an employee that complements their base pay or salary. A company may
use bonuses to reward achievements, to show gratitude to employees who
meet longevity milestones, or to entice not-yet employees to join a company's
ranks.

The payment of bonus is dealt by “Payment of Bonus Act, 1965”, read with “payment of
Bonus Rules, 1975”, (central rules)B, the main purpose of the enactment is to
impose a legal obligation on the employer to provide for payment of bonus.

The Payment of Bonus Act applies to every factory and establishment employing not less
than 20 persons on any day during the accounting year.

 Employees of General Insurance Business or LIC

 Seamen defined under the Merchant Shipping Act
 Employees of RBI
Provides Performance Feedback
Performance appraisal helps managers in providing feedback about performance to its
employees. Feedback enables employees to avoid their mistakes and improve their
productivity. Employees are interested
interested in knowing the result of their performance. They feel
satisfied and happy by knowing it. It motivates them to perform better in the future for
getting better pay. Through performance appraisal managers are able to evaluate the
employee’s performance and
nd deliver their feedback to them accordingly.

Decides Employee’s Compensation

Providing the right remuneration to employees is important for every organisation. It should
be paid fairly to all of them according to their efforts, performance and skills. P
Performance
appraisal makes it easy to measure the performance of employees and award them
accordingly. Employees performing well are awarded better incentives and increment in their
pay.
Validation Of Selection Process
Performance appraisal enables the validation of the selection process. Selecting a proper
selection channel is a must for recruiting better human resources. Recruitment and selection
require lots of organization time, effort, and money.
Validation of a selection procedure helps in finding out its positive and negative aspects and
thereby helps the company in selecting a suitable tool for selection. Different tools like
application blanks, psychological tests, interviews, etc. used in the selection process help in
measuring the candidate’s performance and selecting the right candidate.

Identify Employee’s Training Needs

Training and development programmes help in improving the productivity of manpower. It
should be provided by the organization to its employees from time to time to improve their
skills and confidence level.
Performance appraisal helps supervisors in detecting the decencies in the performance of
employees due to a lack of skills and knowledge. These problems can easily overcome by
providing proper training and education to them. Through performance, appraisal companies
are able to design better training programs for their employees.

Motivates Employees
Performance appraisal helps in motivating employees toward their targeted roles and
objectives. Employers are able to evaluate the efficiency of their workers through this. It can
be ensured whether they are working efficiently or not towards the achievement of
organisation objectives. When employees know that their result will be checked it will
motivate them to perform well.

Helps In Promotion And Demotion

they are Giving of promotion and demotion to employees is an important decision to be
taken by managers. Performance appraisal helps them in taking these decisions fairly and
properly without biased. Through performance appraisal, they are able to measure the
performance of all and are able to judge easily who is performing well and who is not.
Employees performing their task efficiently are promoted to higher post whereas if they are
found inefficient demoted to lower post.

Facilitates Communication
Performance appraisal facilitates the efficient flow of information within
the organization between employers and employees. Employers are able to understand their
subordinate’s nature by measuring their output. They are able to find out their employees
strengths and weakness and suggest them ways to overcome their deficiencies.
This develops better employer-employee relations which create better trust and confidence
among them. Employers regularly communicate with their subordinates and provide them
with feedback about their work. This way performance appraisal develops a better network
for communication between the two which helps in clearing all doubts and queries.
The Scope and Extent of the
Payment under Bonus Act 1965
(INDIA)
ARTICALSHARED NY SHEENA SEHGAL

The preamble of the Act states that the main objective of the Act is to provide for the
payment of bonus, persons in certain establishments on the basis of profits just to
maintain peace and harmony between labour and capital. The scheme of the Act,
broadly stated, is four- dimensional i.e.-
(i) To impose statutory liability upon the employer of an establishment covered by
this Act to pay bonus to employees of the establishment;

(ii) To define the principle of payment of bonus according to the prescribed formula;

The preamble of the Act states that the main objective of the Act is to provide for the
payment of bonus, persons in certain establishments on the basis of profits just to
maintain peace and harmony between labour and capital. The scheme of the Act,
broadly stated, is four- dimensional i.e.-
(i) To impose statutory liability upon the employer of an establishment covered by
this Act to pay bonus to employees of the establishment;

(ii) To define the principle of payment of bonus according to the prescribed formula;

Application of the Act:

According to section 1(2), the payment of Bonus Act extends to whole of India and
applies to every factory and other establishment in which 20 or more persons are
employed on any day during an accounting year. The Act came into force w.e.f.
September 25, 1965.

A provision in Sec. 1(3) by the Amendment Act of 1976 now empowers the
appropriate government to make the provisions of this Act applicable to any
establishment employing less than twenty but not less than ten persons.

The appropriate government can do so after giving notice of not less than two
months by issuing a notification in the official gazette and specifying therein the
accounting year from which the enforcement of the provisions will be made.
 This amendment has benefited the employees of smaller concerns which were not
formerly covered by the Act. Once the Act has been made irrespective of the fact
that the number of persons employed therein falls below twenty or below the
number specified in the notification as the case may be at a later stage

In deciding the number of persons employed in an establishment, all employees

even those drawing more than Rs. 3500 must be taken into consideration. The
strength of the employees of an establishment would be taken into consideration
irrespective of their place of work.

The Act has been made applicable with effect from an accounting year commencing
on any day in the year 1964 and with respect to every subsequent accounting year.
But in the case of the state of Jammu and Kashmir, the reference to the accounting
year commencing on any day in the year 964 and every subsequent accounting
year shall be construed as reference to the accounting year 1968 and every
subsequent year.

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 RESEARCH METHODOLOGY
AIM OF THE RESEARCH
“To ascertain the effectiveness of Performance Appraisal methodology used by the
Organisation’

Objectives of the study

The following are the objectives of the study

1. To develop my understanding of the subject

Performance Appraisal System implemented in various
Organizations varies according to the need and suitability. Through my
research, I have tried to study the kind of Appraisal used in the Organization
and the various pros and cons of this type of system
2. To conduct a study on social behavior.
Social behavior is a very unpredictable aspect of human life
but social research is an attempt to acquire knowledge and to use the same
for social development.

3. To enhance the welfare of employees.

4. To exercise social control and predict changes in behavior

LOGIC OF INQUIRY
The first logic of inquiry (Logic 1) is theory driven. It is driven by deductive
inference, and is concerned with testing the prediction, from theory towards the data
(findings) expected and is typical of a hypothethico-deductive study. The second
logic of inquiry is data driven.

At least three fundamentally different logics of inquiry can be distinguished:

(i) theory-driven, (ii) data-d (iii) explanation-driven, each with its own inherent
pattern of logical reasoning, i.e. deductive, inductive and abductive inference,
respectively.

The study covers both the approaches Qualitative as well as Quantitative.

 The qualitative approach is informed by inductive logic, in which potential
understandings of a phenomenon are derived from the data. The goal of qualitative
analysis is not to produce broadly generalizable results but rather to provide detailed
or “thick” descriptions of specific situations or experiences.

Qualitative research is a method of inquiry that develops understanding on

human and social sciences, to find the way people think and feel.

Quantitative research is a research method that is used to generate numerical

data and hard facts, by employing statistical, logical and mathematical technique.

Quantitative research is a form of research that relies on the methods of natural

sciences, which produces numerical data and hard facts. It aims at establishing
cause and effect relationship between two variables by using mathematical,
computational and statistical methods. The research is also known as empirical
research as it can be accurately and precisely measured.

SETTING AND PARTICIPANTS

 RESEARCH DESIGN

The present study followed a qualitative research design based on ethnographic

methods. This approach was chosen given that the purpose of the research was to
describe and analyze part of the culture of a specific community, specifically “by
identifying and describing the participants’ practices and beliefs” (Gay & Airasian,
2002). In other words, the project was carried out in a natural setting, mainly through
observations and interviews, to permit an understanding of local perspectives and
behaviors toward literacy and literacy instruction.
Indeed, Erickson (1986) suggests that the field of education provides many
opportunities for this type of investigation. As opposed to quantitative studies, qualitative
research, in particular the ethnographic method, is often conducted to frame human
culture and ideologies, represented and transmitted in educational settings, within a
socio-political and historical context. Such techniques were ideal for the project at hand,
which examined the attitudes and practices of teachers, parents, and students in a specific
community in central Mexico.

As described in detail in the next chapter, data collection was based on multiple
sources (i.e. observations, interviews, document analysis), and such triangulation allowed
for an understanding of the anticipated complexity of the proposed research context. This
strategy reduced the chances of establishing inaccurate assumptions, results, and
implications, often the case with this type of research. The use of three different data
collection techniques permitted not only a greater depth of understanding of the practices
and ideologies of interest, but also more valid findings.
The data were obtained over the course of seven months (September 2003 –
March 2004) and were analyzed in accordance with the constant comparative method
regularly employed in qualitative studies.
It is important to note that qualitative research does not intend to prove pre-
formed hypotheses or theories. Rather, qualitative researchers typically spend extended
amounts of time in the proposed setting before making assumptions, based on the data,
which lead to hypotheses and often to theories. Therefore, this study derived from the
three research questions outlined in chapter one, in an attempt to identify and describe
local cultural ideologies, and not on set predictions to be proved or disproved.
Moreover, in qualitative investigations, an understanding of the context and
participants evolves throughout the study, as the researcher becomes increasingly familiar
with his/her environment. One of the main goals in this project was to learn as much as
possible about the participants and also about the factors underlying their beliefs and
practices. Seven months in the proposed context was thus necessary, especially
considering the researcher’s own distinct cultural and educational upbringing in the
United States.

The final reason influencing the decision to carry out the study in this manner was
that the investigation formed part of a larger research project, described in chapter one
(Smith et al., 2002). The main objective of this larger study is to understand the
processes and ideologies that contribute to the social construction of readers and writers
in two elementary schools in central Mexico. Significantly, the research team of this
project had already established at its conception the qualitative paradigm based on
ethnographic methods outlined above. Given that the study proposed to add data and
findings to this larger investigation, it was crucial that the researcher follow a similar
methodology, specifically with respect to data collection and analysis.

Methods of Data Collection

The following are seven primary methods of collecting data in this project.

 Surveys.
 Transactional tracking.
 Interviews and focus groups.
 Observations.
 Online tracking.
 Forms.
Data collection breaks down into two methods. As a side note, many terms, such as
techniques, methods, and types, are interchangeable and depending on who uses them. One
source may call data collection techniques “methods,” for instance. But whatever labels we
use, the general concepts and breakdowns apply across the board whether we’re talking
about marketing analysis or a scientific research project.

The two methods are:

 Primary

As the name implies, this is original, first-hand data collected by the data researchers. This
process is the initial information gathering step, performed before anyone carries out any
further or related research. Primary data results are highly accurate provided the researcher
collects the information. However, there’s a downside, as first-hand research is potentially
time-consuming and expensive.

 Secondary

Secondary data is second-hand data collected by other parties and already having undergone
statistical analysis. This data is either information that the researcher has tasked other people
to collect or information the researcher has looked up. Simply put, it’s second-hand
information. Although it’s easier and cheaper to obtain than primary information, secondary
information raises concerns regarding accuracy and authenticity. Quantitative data makes up
a majority of secondary data.

Data Analysis Methods

Some professionals use the terms “data analysis methods” and “data analysis techniques”
interchangeably. To further complicate matters, sometimes people throw in the previously
discussed “data analysis types” into the fray as well! Our hope here is to establish a
distinction between what kinds of data analysis exist, and the various ways it’s used.

Although there are many data analysis methods available, they all fall into one of two
primary types: qualitative analysis and quantitative analysis.

 Qualitative Data Analysis: The qualitative data analysis method derives data via
words, symbols, pictures, and observations. This method doesn’t use statistics. The
most common qualitative methods include:
1. Content Analysis, for analyzing behavioral and verbal data.
2. Narrative Analysis, for working with data culled from interviews, diaries,
surveys.
3. Grounded Theory, for developing causal explanations of a given event by
studying and extrapolating from one or more past cases.
  Quantitative Data Analysis: Statistical data analysis methods collect raw data and
process it into numerical data. Quantitative analysis methods include.
1. Hypothesis analysis for assessing the truth of a given hypothesis or theory for a
data set or demographic.
2. Mean, or average determines a subject’s overall trend by dividing the sum of a
list of numbers by the number of items on the list.
3. Sample Size Determination uses a small sample taken from a larger group of
people and analyzed. The results gained are considered representative of the
entire body

ETHICAL ISSUES
In order to assist the errors detection process in the data gathering process, whether they
were done purposefully (deliberate falsifications) or not, maintaining data integrity is the
main justification (systematic or random errors).

Quality assurance and quality control are two strategies that help protect data integrity and
guarantee the scientific validity of study results.

Each strategy is used at various stages of the research timeline:

 Quality control - tasks that are performed both after and during data collecting
 Quality assurance - events that happen before data gathering starts
 DATA COLLECTION
Before we define what is data collection, it’s essential to ask the question, “What is data?”
The abridged answer is, data is various kinds of information formatted in a particular way.
Therefore, data collection is the process of gathering, measuring, and analyzing accurate data
from a variety of relevant sources to find answers to research problems, answer questions,
evaluate outcomes, and forecast trends and probabilities.

Our society is highly dependent on data, which underscores the importance of collecting it.
Accurate data collection is necessary to make informed business decisions, ensure quality
assurance, and keep research integrity.

During data collection, the researchers must identify the data types, the sources of data, and
what methods are being used. We will soon see that there are many different data collection
methods. There is heavy reliance on data collection in research, commercial, and government
fields.

Before an analyst begins collecting data, they must answer three questions first:

 What’s the goal or purpose of this research?

 What kinds of data are they planning on gathering?
 What methods and procedures will be used to collect, store, and process the
information?

Additionally, we can break up data into qualitative and quantitative types. Qualitative data
covers descriptions such as color, size, quality, and appearance. Quantitative data,
unsurprisingly, deals with numbers, such as statistics, poll numbers, percentages, etc.

Why Do We Need Data Collection?

Before a judge makes a ruling in a court case or a general creates a plan of attack, they must
have as many relevant facts as possible. The best courses of action come from informed
decisions, and information and data are synonymous.

The concept of data collection isn’t a new one, as we’ll see later, but the world has changed.
There is far more data available today, and it exists in forms that were unheard of a century
ago. The data collection process has had to change and grow with the times, keeping pace
with technology.

Whether you’re in the world of academia, trying to conduct research, or part of the
commercial sector, thinking of how to promote a new product, you need data collection to
help you make better choices.
 Now that you know what is data collection and why we need it, let's take a look at the
different methods of data collection. While the phrase “data collection” may sound all high-
tech and digital, it doesn’t necessarily entail things like computers, big data, and the internet.
Data collection could mean a telephone survey, a mail-in comment card, or even some guy
with a clipboard asking passersby some questions. But let’s see if we can sort the different
data collection methods into a semblance of organized categories.

Data Collection Tools

Now that we’ve explained the various techniques, let’s narrow our focus even further by
looking at some specific tools. For example, we mentioned interviews as a technique, but we
can further break that down into different interview types (or “tools”).

 Word Association

The researcher gives the respondent a set of words and asks them what comes to mind when
they hear each word.

 Sentence Completion

Researchers use sentence completion to understand what kind of ideas the respondent has.
This tool involves giving an incomplete sentence and seeing how the interviewee finishes it.

 Role-Playing

Respondents are presented with an imaginary situation and asked how they would act
or react if it was real.

 In-Person Surveys

The researcher asks questions in person.

 Online/Web Surveys

These surveys are easy to accomplish, but some users may be unwilling to answer truthfully,
if at all.

 Mobile Surveys

These surveys take advantage of the increasing proliferation of mobile technology. Mobile
collection surveys rely on mobile devices like tablets or smartphones to conduct surveys via
SMS or mobile apps.
 Phone Surveys

No researcher can call thousands of people at once, so they need a third party to handle the
chore. However, many people have call screening and won’t answer.

Specif.ic Data Collection Techniques

Let’s get into specifics. Using the primary/secondary methods mentioned above, here is
a breakdown of specific techniques.

Primary Data Collection

 Interviews
The researcher asks questions of a large sampling of people, either by direct interviews or
means of mass communication such as by phone or mail. This method is by far the most
common means of data gathering.

 Projective Data Gathering

Projective data gathering is an indirect interview, used when potential respondents know
why they're being asked questions and hesitate to answer. For instance, someone may be
reluctant to answer questions about their phone service if a cell phone carrier representative
poses the questions. With projective data gathering, the interviewees get an incomplete
question, and they must fill in the rest, using their opinions, feelings, and attitudes.

 Delphi Technique
The Oracle at Delphi, according to Greek mythology, was the high priestess of Apollo’s
temple, who gave advice, prophecies, and counsel. In the realm of data collection,
researchers use the Delphi technique by gathering information from a panel of experts. Each
expert answers questions in their field of specialty, and the replies are consolidated into a
single opinion.

 Focus Groups
Focus groups, like interviews, are a commonly used technique. The group consists of
anywhere from a half-dozen to a dozen people, led by a moderator, brought together to
discuss the issue.

 Questionnaires
Questionnaires are a simple, straightforward data collection method. Respondents get a
series of questions, either open or close-ended, related to the matter at hand.
 Secondary Data Collection

Unlike
ike primary data collection, there are no specific collection methods. Instead, since the
information has already been collected, the researcher consults various data sources, such as:

 Financial Statements

 Sales Reports

 Retailer/Distributor/Deal Feedback

 Customer
ustomer Personal Information (e.g., name, address, age, contact info)

 Business Journals

 Government Records (e.g., census, tax records, Social Security info)

 Trade/Business Magazines

 The internet

DATA ANALYSIS
Median Age Analysis

The aboveve graph is alogarithmic representation of the employee age data and clearly shows the median
age of the sample population taken for the survey as 29. This is mainly due the expansion policy of the
company that has taken on board a large number of new and young employees to fuel its growth plans.
Due to this a large group of creative employees have been inducted into the Organization. This helps in
maintaining the creative talent in the Organization, as the job profile requires them to be creative.
Champion Voyagers Designers Pvt Ltd will be continuing their expansion plans in the coming months
and this will lead to a further decease in the average age of the employees in the Organization.
 Male / Female ratio within the selected sample

Data

Males 24

Females-26

Analysis
There is equality in terms of the ratio between males and females in Champion Voyager Designers PvtL td.
This can also be ascertained from the fact that the same ratio is present among the total strength of 350+
employees in the company. The sample was carefully chosen to ensure that the study gave an equal
opportunity to both the sections to voice their opinion and there gain a truer picture of the conclusions
derived by the study. The balance of both the genders in the Organization also gives
give rise to a good work
atmosphere and better understanding between the employees. This trend can also be witnessed in the
supervisory ranks of Champion Voyager Designers Pvt Ltd. This helps to remove many barriers that may
exist due to various reasons.

The Management of Champion Voyager Designers Pvt Ltd strives to be an equal opportunity employer and
therefore does not try to discriminate on the basis of Gender.
Years of Experience within the Organization

Data
1) Less than a Year 5 2) One Year 19 3) Two Years 14
4) Three Years 5 5) Four + Years 7
Analysis
Most of the employees in the Organization are relatively new because a majority of them
(i.e. 66%) have between one and two years of experience
experience in the Organization. This is
mainly due to the fact that the Organization is in a constant mode of growth and is
therefore recruiting in a big way. The expansion plans are done keeping in mind the
proposed growth in business in the near future.
Another
nother reason is the fact that finding new talent for the required skills is a tough task
because market awareness about the career growth in this sector is very limited. Due to
this, Champion Voyager Designers Pvt Ltd has inducted a lot of employees after
providing them with training to ensure that their Human resource requirements are met.

1) Have you worked in any other Company prior to joining this organisation?
 Data
1) Yes 32
2) No - 18
Analysis
Thirty-two
two employees (i.e. 64%) have some amount of prior
prior work experience before
joining Champion Voyager Designers Pvt Ltd. Most of them are diploma holders in
animation and were not aware of the existence of such an industry. They came to know
about the same only after seeing the advertisements of the company
company in the newspaper.
This also means that even though most of them have worked prior to joining Champion
Voyager Designers Pvt Ltd, they do not have any hands-on
hands on experience of the kind of
work carried out by Champion Voyager Designers Pvt Ltd.
This fact can
n also be interpreted as having no valid work experience at all prior to joining
the Organization.

2) Were you informed about the Performance Appraisal model, used in

the Organization, duringg your induction?

Data
1) Yes 27
2) No - 23
Analysis
Due to the fact
ct that most of the employees have got no experience in this sector before,
they did not ask about the Performance Appraisal model used in the Organization. The
respondents that said that they were informed of the model during the interview were told
so at the discretion of the interviewer.
The company has however made it a point to inform the employee about the model
before he signs the acceptance letter. This prevents any ambiguities and
misunderstanding about what is expected of the employee before he joins
jo the
Organization.
3) How do you find the Performance Appraisal Model in this
Organization?

Data
1) Simple 37 2) Complicated 13 3) Objective - 17
4) Subjective - 33 5) Efficient - 32 6) Inefficient - 18
Analysis
From the above chart it can be inferred that, a majority of the sample respondents have
found the Appraisal
isal Model to be simple and efficient on one hand but also subjective on
the other hand. The Appraisal model has been thoroughly dealt with during the training
so the employees know exactly what is expected of them. The HR department follows an
open door policy
olicy which ensures that any queries regarding the policy can be clarified
to the employee s satisfaction. But the employees are of the opinion that the subjective
nature of the Appraisal system is one of the main disadvantages. The fact remains that
due to
o the kind of work carried out by Champion Voyager Designers Pvt Ltd, it becomes
quite irrelevant to appraise on an objective basis.

4) In your opinion, does the Performance Appraisal System give a

proper assessment of your contribution to the Organization?
 Data
1) Yes - 27
2) No - 23
Analysis
About 54% of the respondents say that the Performance Appraisal System does give a
true and fair view of their contribution to the Organization. This does include employees
who think that their rating does not always turn up to be correct as per their opinion.
The group of respondents who have replied in the negative, also include candidates who
say that the appraisal does not turn out to be right most of the times but do show a fair
view sometimes. Since the appraisal
appraisal is done o a quarterly basis and most of the
candidates have not gone through more than 2 2-33 rounds of appraisals, the data may not be
entirely sufficient to reach any conclusions.

5) How often does your Performance assessment match to your

expectations?
 Data
1) Never - 2 2) Rarely - 8 3) Sometimes 13
4) Often - 20 5) Every time - 7
Analysis
This question was purposely put into the questionnair
questionnairee to validate the answers for the
previous question. The breakup of the data clearly shows that 4% of the entire sample
state that their appraisal have never shown a fair view of their performance. If this can be
combined with those who are of the opinion that their appraisal rarely matches up to their
expectations, this figure goes up to consist about 20% of the population. That shows that
80% are satisfied with the present system even though this includes satisfaction in
varying degrees like the appraisal matches up to the respondents expectations sometimes,
often or every time.
This does show that the satisfaction level of the employees in this system is quite high
and that there is a general feeling of likeability among the respondents.

6) According to you,, how often should the Performance Review take

place?

Data
1) Once in a week - 14 2) Once a month - 17 3) Every 3 months 12
4) Every 6 Months - 3 5) Once a Year - 4
Analysis
Performance appraisal review is a constant process and lesser the frequency between the
appraisals, the better. The majority want (i.e. 86% which includes the first 3 options only)
the frequency of the appraisal to less than 3 months. The employees say that
that the longer
the frequency between appraisals, the more the chances of the appraisal not matching up
to their expectations because many performances get overlooked. If the appraisal is done
on a more frequent basis, the employee has a chance to find out the gaps in his / her
performance on a more regular basis which will help them to improve more on their
performance and thereby eliminate waste. The appraisal does not necessarily have to be a
formal one. Even informal performance appraisals done between formal
formal appraisals but on
a more frequent level will most certainly help and go a long way in improving
performance.
7) What is your Satisfaction level with the current Appraisal System?

Data
1) Very Low - 0 2) Low - 4 3) Average 13
4) High - 28 5) Very High - 5

Analysis
The satisfaction level of the Appraisal system is quite high as can be seen from the graph.
Thiss is a good sign as increased level of satisfaction is the main emphasis of any appraisal
system. The curve tops at the rating of high and this includes about 56% of the
population. The bell curve shows that 92% have rated the Appraisal system as average ,
high or very high . The high Satisfaction level in the System could also be due to
various reasons like monetary or non-monetary
non monetary incentives or growth parameters.
The satisfaction level also brings to light the efficiency of the management in devising an
acceptable Appraisal system.

8) Which are the areas that should be improved upon?

 Data
1) Standards - 12 2) Monetary Incentives - 25 3) Freq of Appraisal 23
4) Appraiser - 3
Analysis
This question breaks up the different
erent phases of the appraisal system and tries to come to
derive a conclusion as to the areas of improvement in the process of evaluation. Fifty
percent of the respondents say that there should be a change on the aspect of monetary
incentives. This does nott refer to an increase in the monetary incentives but a more
reasonable incentive structure that will properly reward increased and efficient
performance. The frequency of appraisal is another aspect that needed review. The
present system is a quarterly one e and the general opinion is that informal appraisals
should be held on a more regular basis. Standards of performance (i.e. benchmarks)
should be improved according to 24% of the respondents. Only 6% have stated the there
should be change in the appraiser,
appraiser, which is an inevitable sign of the operational
efficiency of the system.

9) How important do you think is Performance Appraisal to your

Performance?

Data
1) Not Important - 0 2) Less Important - 2 3) Important 14
4) Very Important - 22 5) Most Important - 12
Analysis
This question was put in to find out and analyze the importance of the Appraisal system
to the productivity of the employee. The data clearly shows that the recognition
recognition of the
employee s performance does have a direct impact on his / her efficiency.
A vast majority of the respondents (i.e. 68% which includes ratings of very important
or most important ) affirm that their performance is directly influenced by recognitions
rec
of their performance by the appraisal system. None of the respondents have stated that
the appraisal system had no effect on their productivity.
This points out to the fact that the Appraisal system goes a long way in determining the
productivity of the employees in an Organization. Therefore it is very important for any
Organization to devise their Performance Appraisal System carefully.
10) Do you think the One on One sessions are effective in ironing out
problems in the work environment?

Data
1) Yes 23
2) No - 27
Analysis
One on one sessions are conducted by Champion Voyager Designers Pvt Ltd during the
appraisal system phase to tell the employee on an individual level as to the rating given to
him / her. Each session lasts between 10 30 minutes. The team leader tries to justify his
reasons on why he had given a particular rating to an employee. Sixty four percent of the
employees responded by saying that the one on one sessions are not efficient in ironing
out problems mainly because since they are are done on a formal basis so most employees
consider it just as a formality which the appraiser uses to impose the rating he has already
given to an employee. The employee therefore does not expect the rating to change after
a one on one session with the supervisor.
upervisor.
2. Interpreting The Information
DATA ANALYSIS AND INTERPRETATION

PROCESS OF QUALITATIVE CONTENT ANALYSIS

Limitations

 The following are the limitations faced by me during the course of the
study
The sample consisted only of employees in the day shift. Employees of
the night
shift were not considered for the purpose of study.

 There is no concrete basis to prove the response given is a true

measure of the
opinion of all the employees as a whole.

 Convenient sampling was used as the mode of conducting the research.

 The questionnaire contained mostly multiple-choice questions;

therefore many
respondents may not have given a proper thought before answering
the questions.

 The response of the respondents may not be accurate thinking that the
management might misuse the data.

 Almost all of the questionnaires had the open-ended question no. 11,
left
unanswered.

 Sensitive company information cannot be displayed in the project

report.

 Most respondents might be influenced by their peers in answering the

questions.
 Due to the fact that most of the respondents were young, the questions
might not
have been answered with due sincerity.
FINDINGS
The BCL company has followed the;
the
SUGGESTIONS
 BIBLIOGRAPHY

https://i.pinimg.com/originals/db/cf/0a/dbcf0a5c547b7a6db1c3f895d613fea6.jpg
 ANNEXURE
QUESTIONARE

Dear Respondent,

I would be grateful if you could spare some of your time to respond to the following questions. Your
response will be treated as confidential and would only be used for the purpose of study.

Gender – Male Female

Age 21-25 25-30 30-35 35+

Yrs of experience in this Organization

Less than a Year 1 yr 2 yrs 3 yrs 4 yrs+

Have you worked in any other Company prior to joining this Organization?

Yes No

Were you informed about the Performance Appraisal model, used in the Organization, during your
induction?

Yes No

How do you find the Performance Appraisal Model in this Organization? (Mark all the relevant options)

Simple Complicated Objective

Subjective efficient

In your opinion, does the Performance Appraisal System give a proper assessment of your contribution to
the organization?

Yes No

How often does your Performance assessment match to your expectations?

Never Rarely Sometimes

Often Every time

According to you, how often should the Performance Review take place?

Once a week Once a month Every 3 months

What is your Satisfaction level with the current Appraisal System?

Very low Low Average

High Very High

Which are the areas that should be improved upon? (Mark all the relevant options)

Standards Monetary incentives

Frequency of Appraisal Appraiser

How important do you think is Performance Appraisal to your Performance?

Not Important Less Important

Important Very Important
Most Important

Do you think the One on One sessions are effective in ironing out problems in the work environment?

Yes No

If you were given an opportunity to rate the transparency of the Appraisal System, what marks would you
give? (On a scale of 1 to 10 with 1 being the lowest and 10 being the highest)

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Do you feel comfortable discussing any difference of opinion about your Performance Rating with your
appraiser?

Yes No

How do you rate the Performance Appraisal System in your Organization? (On a scale of 1 to 10 with 1
being the lowest and 10 being the highest)14)

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Any Suggestions

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Performance Appraisal Forms