project on human final)

8/2/2019 Project on Human Final)

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PROJECT ON HUMAN RESOURCES

A STUDY OF PERFORMANCE APPRAISAL SYSTEM

AT

GOLCONDA HOSPITALITY SERVICES LTD.


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ST. FRANCIS GROUP OF INSTITUTIONS

Near Dundigal Airport, Secunderabad-500 003

Affiliated to Osmania University

CERTIFICATE

This is to certify that M.Shobha Rani (228010672071) has done a

project titled PERFORMANCE APPRAISAL AT GOLCONDA

HOSPITALITY SERVICES in partial fulfillment of MBA in Human

Resources with the approval of ___________________,

Principal of St. Francis Collage, during the academic year 2010-

2012.

PRINCIPAL EXTERNAL EXAMINER

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(Degree and PG college Affiliated to Osmania University)

CERTIFICATE






2012.

HEAD OF THE DEPARTMENT

(Human resources)


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(Degree and PG college Affiliated to Osmania University)

CERTIFICATE






2012.

PROJECT GUIDE

_________________

ACKNOWLEDGEMENT

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We wish to express our deepest gratitude to

-----------------------------------, Principal of St.Francis Collage

& to the Human resources Department for giving us the

opportunity to create an innovative concept & analyze

the operating methods & functions sensitivity training.

Attempted by amateurs, it was guided & channelized by

----------------------------------.

We are deeply indebted to all the lectures that have

encouraged us throughout the many months of research,

data collection & project completion. Their constructive

criticism, sincere suggestions & valuable time have made

us thorough and astute with regard to our project. The

insight that we have gained regarding analysis

&projection of a project is immeasurable & irreplaceable.

We would like to extend our sincere thanks &appreciation to all the manager of the concerned

organization. Finally, we thank all those who have

played a part in the study but whose names we have

missed out.

DECLARATION

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We hereby declare that the project report titledWe hereby declare that the project report titled

PERFORMANCE APPRAISAL SYSTEM- A CASE STUDY

ON GOLCONDA HOSPITALITY SERVICES LIMITED hashas

been done by us in the partial fulfillment of thebeen done by us in the partial fulfillment of the

requirement for the award of the MBA(Human resources)requirement for the award of the MBA(Human resources)

We also declare that this project work is aWe also declare that this project work is a

result of our efforts and that it has not submitted to anyresult of our efforts and that it has not submitted to any

university or college for the award of any degree oruniversity or college for the award of any degree or

diplomadiploma

CONTENTS

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CHAPTER: I Introduction

CHAPTER: II Company profile

CHAPTER: III Performance appraisal systems at Golconda

hospitality services ltd.

CHAPTER: IV Appraises perceptions on performance

appraisal system in Golconda Hospitality services ltd.

CHAPTER: V Appraisers perception on performance

appraisal system in Golconda Hospitality services ltd.

CHAPTER: VI Findings, suggestions & conclusions.

Bibliography

Annexure

1. Annexure I

2. Annexure II

3. Annexure III

INTRODUCTION

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Definition: Performance Appraisal is a process of

evaluating employees performance of job in terms of its

requirements.

Performance appraisal thus is a systematic and objective

way of judging the relative work or ability of an employee

in the performing his task efficiently.

The history of performance appraisal is quite brief. Its roots in the

early 20th century can be traced to Taylor's pioneering Time and

Motion studies. But this is not very helpful, for the same may be said

about almost everything in the field of modern human resources

management.

As a distinct and formal management procedure used in the

evaluation of work performance, appraisal really dates from the

time of the Second World War - not more than 60 years ago.

Yet in a broader sense, the practice of

appraisal is a very ancient art. In the scale of things historical, it

might well lay claim to being the world's second oldest profession!

There is, says Dulewicz (1989), "... a basic human tendency to make

judgments about those one is working with, as well as about

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http://www.performance-appraisal.com/dulewicz.htmhttp://www.performance-appraisal.com/dulewicz.htm


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oneself." Appraisal, it seems, is both inevitable and universal. In the

absence of a carefully structured system of appraisal, people will

tend to judge the work performance of others, including

subordinates, naturally, informally and arbitrarily.

The human inclination to judge can create serious motivational,

ethical and legal problems in the workplace. Without a structured

appraisal system, there is little chance of ensuring that the

judgments made will be lawful, fair, defensible and accurate.

Performance appraisal systems

began as simple methods of income justification. That is, appraisal

was used to decide whether or not the salary or wage of an

individual employee was justified.

The process was firmly linked to material

outcomes. If an employee's performance was found to be less than

ideal, a cut in pay would follow. On the other hand, if their

performance was better than the supervisor expected, a pay rise was

in order.

Little consideration, if any, was given

to the developmental possibilities of appraisal. If was felt that a cut

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in pay, or a rise, should provide the only required impetus for an

employee to either improve or continue to perform well. Sometimes

this basic system succeeded in getting the results that were

intended; but more often than not, it failed.

For example, early motivational researchers were aware that

different people with roughly equal work abilities could be paid the

same amount of money and yet have quite different levels of

motivation and performance.

These observations were confirmed in empirical studies. Pay rates

were important, yes; but they were not the only element that had

an impact on employee performance. It was found that other

issues, such as morale and self-esteem, could also have a major

influence.

As a result, the traditional emphasis on reward outcomes was

progressively rejected. In the 1950s in the United States, the

potential usefulness of appraisal as tool for motivation and

development was gradually recognized. The general model of

performance appraisal, as it is known today, began from that time.

MODERN APPRAISAL

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Performance appraisal may be defined as a structured formal

interaction between a subordinate and supervisor, that usually takes

the form of a periodic interview (annual or semi-annual), in which

the work performance of the subordinate is examined and

discussed, with a view to identifying weaknesses and strengths as

well as opportunities for improvement and skills development.

In many organizations - but not all -

appraisal results are used either directly or indirectly, to help

determine reward outcomes. That is, the appraisal results are used

to identify the better performing employees who should get the

majority of available merit pay increases, bonuses, and promotions.

By the same token, appraisal results are used to identify the poorer

performers who may require some form of counseling, or in extreme

cases, demotion, dismissal or decreases in pay. (Organizations need

to be aware of laws in their country that might restrict their capacity

to dismiss employees or decrease pay.)

Whether this is an appropriate use of performance

appraisal- the assignment and justification of rewards and penalties

- is a very uncertain and contentious matter.

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IMPORTANCE:

Effective performance appraisal systems contain two basic systems

operating in conjunction: an evaluation system and a feedback

system.

The main aim of the evaluation system is to

identify the performance gap (if any). This gap is the shortfall that

occurs when performance does not meet the standard set by the

organization as acceptable.

The main aim of the feedback system is to inform the employee

about the quality of his or her performance. (However, the

information flow is not exclusively one way. The appraisers also

receive feedback from the employee about job problems, etc.)

Performance measurement - transparent, short, medium and long

term

Clarifying, defining, redefining priorities and objectives

Motivation through agreeing helpful aims and targets

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Motivation though achievement and feedback

Training needs and learning desires - assessment and agreement

Identification of personal strengths and direction - including

unused hidden strengths

Career and succession planning - personal and organizational

Team roles clarification and team building

Organizational training needs assessment and analysis

Appraise and manager mutual awareness, understanding and

relationship

Resolving confusions and misunderstandings

Reinforcing and cascading organizational philosophies, values,

aims, strategies, priorities, etc

Delegation, additional responsibilities, employee growth and

development

Counseling and feedback

Manager development - all good managers should be able to

conduct appraisals well - it's a fundamental process

The list goes on.

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NEED OF THE STUDY:

The need is to practically apply the theory to assess the performance

at Golconda Resorts ltd. Our study intends to review the same. The

appraiser and appraisees points of view are considered to draw up

the effectiveness of the performance appraisal polices.

Basically to emphasize on:

To effect promotions, based on competence and performance.

To confirm the services of probationary employee up on their

completing the probationary period.

To assess the training and development meets of employees.

To let the employees know where they stand in so for as their

performance is concerned and to assist them with constructive

criticism and guidance for the purpose of their development.

To improve communications, performance appraisal

provides a format for dialogues between superior and

subordinates and improves under standing of personal goals and

concern. This can also have the effect of in raising the truths

between the rater and the rate.

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Performance appraisal can be also used to determine

whether human resource programs such as selections, training

and transfers are have been effective or not.

PURPOSE:

Performance appraisal aims at attaining the different purposes.

They are:

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

2. To contribute to the employee growth and development

through training self and management development programs.

3. To help the superiors to have a proper understanding about

their subordinates.

4. To guide the job change with the help of continuous ranking.

5. To facilitate fair and equitable compensation based on

performance.

6. To facilitate for testing and validating selection tests, interview

techniques through comparing their scores with performance

appraisal ranks.

7. To provide information for making decisions regarding layoff

retrenchment etc.

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8. To ensure organizational effectiveness through correcting

employee for standard and improved performance, and

suggested the change in employee behavior.

OBECTIVES

1. To study the performance appraisal system in GHS Ltd.

2. To study the appraises perception on performance

appraisal system in GHS ltd.

3. To study the appraisers perception on Performance

appraisal system in GHS Ltd.

SOURCES OF DATA

The study is explorative & investigative there is a

requirement of data from difference source. Enough data is more

relevant for any research in order to have a clear idea about the

research. The data were collected through primary & secondary

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sources

(A)PRIMARY DATA

Primary data is the data which is fresh in nature & more reliable.

The require data & information were collected from the sample

respondents with the aid of questionnaire designed for the

Purpose & through personal interview.

(B) SECONDARY DATA

The data was also collected through the secondary source such as

Leaflets

Brochures

Annual report

PA report

SCOPE OF THE STUDY

The scope of the study is confined to the GHS which comprises of

top executives. The sample size for the second objective is 30

officers and the sample size for the first objective are 10 officers.

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Now a days the main problem in the big enterprises is the

performance appraisal of the employees, which creates a lot of

dissatisfaction among them resulting decrease in morale to work

with full zeal. So performance appraisal plays a very important

role in the success of any organization

LIMITATION OF STUDY

1. The survey has restricted to GHS Ltd office only.

2. Time is one of the limited factors.

3. The data collected from the questionnaire is limited & is

confined to the questions with regard to the questionnaire.

4. Since the research is done using simple random sampling

technique, the data collected may not be accurate & complete.

5. The data given by the employees are based on the individual

perceptions & may not be reliable

COMPANY PROFILE


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Mr. N Rami Reddy initially promoted the company as Sujana Hotels

& Resorts Ltd a renowned real estate developer who is the Managing

Director along with his son Mr. N Suresh Reddy who is the

Executive Director of the Company. Guest line Hotels ran the Hotel

from 1993 to 1995. The Company was renamed as Golkonda

Hospitality Services Ltd in the year 2001.

HOTEL GOLKONDA

Started operations in October 1990. The Hotel offers the distinct

royal hospitality of Hyderabad through its various guest facilities

FACILITIES/SPECIAL FEATURES

Other facilities include 24-hour room service, business center,

laundry and dry cleaning service, travel/tour service,

non-smoking rooms, mailing service & city/airport

transfer services.

DINING & ENTERTAINMENT

* Sky Light 24 hour Coffee Shop

* Jewel of Nizam Multicuisine fine dining restaurant

* Trumpet Classic mens bar

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MEETING & CONFERENCE FACILITIES

* TANASHAHI:Located on the 1st

Floor can accommodate about

180 pax theatre style

* TARAMATI: Located on the 1st Floor can accommodate 35 pax

U shape seating

* BHAGMATI: Located on the 1st Floor can accommodate 25 pax

U shape seating

* THE GREAT TABLE: A Board Room can accommodate 14 pax.

*BARADARI: Located at the Lobby Level can accommodate 5 Pax.

* BHAG- E- KHAS: Open air lawns with a permanent twin level

stage can accommodate 400 pax table seating or 600 pax rolling

crowd.

HOTEL ADDRESS

Full address Hotel Golkonda

10-1-124, Masab Tank,

Hyderabad- 500 028

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Telephone no. 91 40 55110101

E-mail [email protected]

Website http://www.hotelgolkonda.com

PERFORMANCE APPRAISAL SYSTEM AT

GOLCONDA HOSPITALITY SERVICES LIMITED.

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1. APPLICABILITY

This appraisal system is designed for potential & PA of top &

senior executives/officers of the GHS Ltd, by modern

management evaluation techniques. More specifically, this

system is applicable in respect of the existing functional chiefs via

General Manager &, Manager& Officers.

2. OBJECTIVES

The overall objective of the system is to ensure that all human

resources are managed in such a fashion that they make

maximum possible contribution to the organization & at the

same time experience maximum possible satisfaction themselves.

This will also help each executive/officer to improve his present

performance, & helps the management to identify the individuals

who show the greatest potential for higher managerial positions.

To achieve these objectives, the appraisal system has been

designed to provide reliable information as a basis for decision

making in respect of:

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Evaluation of the Executives/officers performance & his

contribution towards achieving organizational goals.

Placement of executives/Offices keeping in view the

organizational requirements & the executives/Officers interest

& ability.

Development of the Executive/Officers for effective discharges

his functions by overcoming his shortcomings.

Evaluation of the executives/officers suitability for higher

positions.

3. FEATURES OF THE APPRAISAL

This system provides for:

Self appraisal

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More & more modern organization are experimenting with an appraisal

system in which first the executive/officer is asked to write his own

appraisal his then his superior supplements it by evaluating his

performance frame on features like their contribution to the

organization, short comings, suggestions for better utilization of

their capabilities etc, for giving them a genuine sense of satisfaction.

Potential appraisal

This appraisal aims assessing the:

Personal characteristics of traits such as

Analytical ability

Knowledge of works

Versatility

Cooperation

Responsibility

The appraisal of the above factors would help the management in

evaluating the Executives/officers functional & mental skills to

cope up with the responsibilities of higher positions effectively,

social skills to reverse full & willing cooperation from subordinates

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& give cooperation to associates, motivation to assume &

discharge responsibility with rigor a drive.

Performance appraisal

This appraisal aims at assessing the accomplishments of the

executive/officer vis--vis the targets fixed high lighting the

tangible, measurable results produced by the executive/officer in

meeting operating objectives such as providing services,

improvement in providing services, & development.

Overall appraisal

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This will summarize the reporting & reviewing authorities

evaluation of the executives/officers caliber, skills accomplishments

& indicates the eating which most accurately characterizes his

overall potential & performance.

APPRAISEES PERCEPTION ON PERFORMANCE

APPRAISAL SYSTEM IN GOLCONDA HOSPITALITY

SERVICES LIMITED.

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Table 1:The response for the communication of the expectation by

the reporting officer.

S no Response Respondents %

1 YES 25 832 NO 5 17

30 100

The above data shows that most of the reporting officers

communicate performance standards of GHS Ltd to their

employees.

Table 2: The response for whether self appraisal is done or not.


1 yes 30 100

2 no 0 0

30 100

It shows that all employees perform self appraisal.

Table 3:The response for the use of the officers potentials.

27

Respondents

33%

50%

17% 0%

Large extent

Some extent

Difficult to say

Not at all


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It shows that most of the employees agree that GHS ltd makes use of

their potentials to the maximum extent.

Table 4: Response for the regular feedback from the reporting

officer.

It shows that 83% of the employees get a regular feedback from

their reporting officer.

Table 5: The response for the extent of appraisers acception for

officers self assessment.

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Respondents

YES

83%

NO

17%

Respondents

17%

50%

33%

0%

Large extent

Some extent

Difficult to say

Not always


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It shows that most of the appraisers agreed to some extent with

the self appraisal of the employees.

Table6: The response for the nature of performance appraisal

system.


1 Positive 30 100

2 Punitive 0 0

30 100

All employees agree that the performance appraisal system in GHS

ltd is positive & not punitive

Table 7: The response for the appraisers recognition of officers

performance.

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Respondents

33%

33%

17%

17%

Agree

Disagree

Difficult to say

Not always


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It shows that most of the appraisers did not recognize the officers

good performance contrary to a few of the appraisers who

recognized the officers job performance, particularly a good one.

Table 8: The response of the appraisees about the appraisal system

at GHSLtd.

It shows that approx 70% of employees agree with the current PA

system while the rest 25% disagree where 10% are neutral.

Table 9: Response for the satisfaction of the officers with regard to

the appraisal system.


1 YES 17 57

2 NO 13 43

30 100

Above table shows that 57% of employees were satisfied with

satisfied with their appraisal rating.

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Strongly agree17%

Agree

49%

Neithe r A or DA

10%

Disagree

7%

Strongly disagree17%


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Table 10:The response by the officers that whether to what extent

the rating reflects their reflections.

It shows that most of the officers think that the rating reflects their

expectations.

Table 11:Response for the rating of relationship between appraiser

and the officers.

31

0

20

40

60

80

100

respondents

1 2

percentage

very much

some extent

not at all

difff icult to say

0

20

40

60

80

Respondants %

good

fair

satisfactory

not satisfactory


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All employees are well satisfied with their relationship with the

reporting officers.

Table: 12Response for the helpfulness of the appraiser.


1 Yes 25 83

2 No 5 17

30 100

Most of the employees agree that the reporting officer is helpful in

terms of their work.

Table: 13 Response for the concept of performance appraisal at GHS

Ltd.


1 Subjective 30 100

2 Objective 0 0

30 100

All the employees agree that the performance appraisal system at

GHS Ltd is not objective but subjective.

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Table: 14 Response for the different opinions of the officers with

regard to the GHS Ltd performance appraisal system.

It shows that only 50% of the employees agreed to the appraisals

rated by true reflection of employees job performance.

Table: 15 Response for the helpfulness of the performance system at

GHS Ltd in improving the officers competence for the job

requirements.


1 YES 20 67

2 NO 10 33

30 100

2/3 rd of the respondents feels that the PA system helps improving

these competency for the job requirements.

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0

10

20

30

40

50

60

Time reflection of

your performance

Influnced by

appraises

Alw ays umbiguious Diff icult to say

Respondants

%


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Table: 16 Response for the contribution of the performance system

towards the carrier development of officers.

2/3 rd of the employees feel that this PA system has input on their

carrier development.

Table: 17 Response for the awareness of the factors on which

performance appraisal is based.


1 YES 21 70

2 NO 9 30

30 100

It shows that only 70% of the employees are aware of all the factors

on which performance is appraised.

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0

10

20

30

40

strongly agree agree disagree strongly

disagree

Respondants

%


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APPRAISERS PERCEPTION ON PERFORMANCE

APPRAISAL SYSTEM IN GOLCONDA HOSPITALITY

SERVICES LIMITED.

Table 1:Response of the appraiser about the officers performance.

All the appraisers are well satisfied with their officers performance

on the job.

35

0

20

40

60

80

good satisfactiry bad poor

Respondents

%


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Table: 2 Response for the extent of fairness and effectiveness in the

current performance appraisal system.

It shows that most of the appraisers are slightly in favor of the PA

system in GHS ltd.

Table:3 Response for the identification of development needs of the

employees by the appraiser.

All the appraisers identify the development needs of employees.

Table:4 Response for the fair understanding of the officers by the

appraiser on their current job.


1 Yes 10 100

2 No 0 0

10 100

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Respondents

0%

60%30%

10%Strongly agree

Slightly agree

Neutral

Disagree


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From the above table it can be said that the appraisers have a fair

understanding about their officers performance on the present job.

Table:5 Response for the communication of strengths and weakness

of the officers during their appraisal by the appraiser.

All the appraisers communicated the strengths &weaknesses of the

employees with them during the appraisal.

Table: 6 Response for the appraisers and apraisees productive and

positive interchange.


1 Yes 10 100

2 No 0 0

10 100


1 Yes 10 100

2 No 0 0

10 100


1 Yes 8 80

2 No 2 20

10 10037


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4/5th of the appraises had both productive & positive interchange.

Table:7 Response for the yearly encouragement of the performance

appraisal at GHS Ltd by the appraiser.

It shows that all the appraisers would like to encourage yearly PA

system in GHS ltd.

Table: 8 Response for the appraisers contribution towards team

effectiveness.

38

Yes No Neutral

percentage

Respondents

%

Respondents

70%

30%

0%

0% large extent

some extent

difficult to say

Not very much


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The above table shows that all the reporting officers work hard for

team effectivenesss & put in their effort towards building it.

Table: 9 Response with regard to the success of the appraiser in

encouraging self assessment.

It can be said that 70% of the supporting officers are successful in

encouraging self assessment.

Table: 10 The extent of cooperation and guidance by the appraiser to

the appraises.

39

Respondents

Strongly agree

60%Agree

10%

Disagree

30%

Strongly

disagree

0%

0

10

20

30

40

50

60

70

large extent some extent dif f icult to say Not at all

noofrespondents&%

Respondents

%


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All the appraisers did the needfulto their officers difficulties.

FINDINGS,SUGGESTIONS & CONCLUSIONS.

FINDINGS:

More and majority of the respondents strongly agree that the

reporting officer communicate clear expectations of employee

role from time to time to meet the performance standards.

Cent % of the respondents (appraises) are revealed they

appraised themselves.

Most of the respondents think that the GHS Ltd make use of their

potential to the maximum extent.

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Majority of the respondents get regular feedback from their

reporting officer.

More than half of the respondents agree to some extent that

appraises agree with their assessment.

1/3 of the respondents agree that the appraises recognizes their

performances particularly for good one. The remaining

respondents responded contrary on the same aspects.

The majority of the respondents are satisfied on the prevailing

performance appraisal system & appraisal ratings.

More than of the respondents strongly agree regarding their

satisfaction about self appraisal. They further stated relationship

with reporting officer also satisfied.

All the respondents think that existing PA system is subjective &

not objective. More than majority of the respondents strongly

agree appraises were helpful in terms of their work. 1/2 of the

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respondents responded to true reflection of job performance

regarding appraisals rating.

2/3 rd of the respondents felt that PA system s helping to

improve their competence in terms of job requirements. More

than majority of the respondents carrier development.

The determinants of performance is known by the appraises in

GHS Ltd.

All reporting officers expressed satisfaction regarding

performance of their employees. All appraises & appraisers are

encouraging yearly PA system in GHS Ltd. More than th of

them are identified development needs of the employees.

All the respondent appraisers had fair understanding about their

employee performance on the present job. They revealed

strengths & weaknesses of appraises.

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Appraisers & appraises have a productive & positive interchange.

Appraises are encouraging yearly PA. They contributed towards

team effectiveness. Majority of the respondent appraises strongly

agree that they are very much successful to encourage self

assessment by the appraise & also they are well trained to guide

their employees at work place.

SUGGESTIONS:

PA system should be objective so that the objective & necessity

may be communicated to rank & filing in the organization.

A comprehensive awareness program should be organized by the

management at all level of employees for effective administration

of PA.

The existing PA system is only for promoting the employees, but

the investigator suggesting the same results may be useful for

appreciating the employees & rewarding them.

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The performance continuously PA is advisable to keep them in

commitment.

Performance counseling & guidance is necessary based upon the

results in a congenial environment.

CONCLUSION:

Incentives are given in order to motivate the officers and

encourage the officers to contribute more towards the

achievement of the overall organizational goals. Two way

communications in the organization has improved from time to

time. Various training and development programs have been

taken up to improve the officers skills and knowledge.

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BIBLIOGRAPHY

1. V.P.Michael, HRM & Human relations, fifth revised edition :1999

2. Stephen P.Robbins, Himalaya Publishing House, Mumbai,

essentials of Organizational Behavior, fifth edition.

3. C.B.Mamoria, PersonnelManagement, Himalaya Publishing

House, Mumbai.

4. Mizra.S.saiyadian, HRM, second edition (international mtd.

Institute, New Delhi).

5. I.V.Rao.Readings in HRD, Tata Mc Graw Hill publishing Co, ltd,

New Delhi.

JOURNALS

IJTD

Indian Journal of training & development

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Quarterly journal of ISTD (Indian Society for training &

development), New Delhi.

ANNEXURE I

GOLCONDA HOSPITALITY SERVICES LIMITED

PERFORMANCE APPRAISAL SYSTEM PROJECT STUDY

APPRAISEE DETAILS

Name:

Employee code:

Dept:

Rank:

1. Does your reporting officer communicate clear expectations of

your role from time to time to meet the performance standards?

Yes No

2. Is self appraisal done?

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Yes No

3. Is Golconda hospitality service limited making use of your

potentials to the maximum extent?

Large extent some extent

Difficult to say Not at all

4. Do you get a regular feedback from your reporting officer?

Yes No

5. To what extent did the appraiser agree with your on assessment

of your performance?


Difficult to say not always

6. In your opinion, is the performance appraisal system in Golconda

Hospitality Services positive or punitive?

Positive Punitive

7. Did the appraise recognize your performance, particularly for

good performance?

Agree Disagree

Difficult to say not always

8. How do you feel about performance appraisal system in

Golconda hospitality services limited?

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Strongly in favor of Slightly in favor of

Neither in favor nor against

against Strongly against

9. Are you satisfied with your appraisal?

Yes No

10. Does the rating reflect your expectation?

Very much Some extent

Difficult to say Not at all

11. How should you rating your relationship with your reporting

officer?

Good Satisfactory

Fair Unsatisfactory

12.Is your reporting officer helpful in terms of your work?

Yes No

13. Is the performance appraisal system in Golconda hospitality

services limited in your opinion?

Subjective Objective

14.In your opinion, the appraisals are

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True reflection of your performance

Influenced by appraisers own opinion

Always ambiguous

Difficult to say

15.Do you feel the performance appraisal system helps in improving

your competence requirements?

Yes No

16.Do you feel, this performance appraisal system has any input on

your carrier development?

Strongly agree Agree

Disagree strongly disagree

17.Are you aware of factors on which your performance is

appraised?

Yes No

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ANNEXURE II

GOLCONDA HOSPITALITY SERVICES LIMITED

PERFORMANCE APPRAISAL SYSTEM PROJECT STUDY

APPRAISERS DETAILS

Name:

Employee code:

Dept:

Rank:

1. How do you feel about your officers performance as a reporting

Officer?

Good Satisfactory

Poor Very poor

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2. To what extent do you agree that the current performance

appraisal system is fair and effective?

Strongly agree Slightly agree

Neutral Disagree

3. Do you identify development needs of officers?

Yes No

4. Do you have a fair understanding about your officers

performance on the present job?

Yes No

5. Do you communicate strengths and weakness of employees

during the appraisal?

Yes No

6. Do both, the officers and you have a productive and positive

interchange?

Yes No

7. Would you like to encourage yearly performance appraisal

system in Golconda Hospitality services limited?

Yes no neutral

8. To what extent do you contribute towards team effectiveness?

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Difficult to say Not very much

9. As a reporting officer, are youre successful in encouraging self

assessment?

Strongly agree Agree

Disagree Strongly disagree

10. To what extent do you cooperate and guide your officers in

their work?

large extent Source extent

not at all Difficult to say

11. What are your suggestions/changes regarding the existing

performance appraisal in Golconda Hospitality services limited?

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ANNEXURE III


PERFORMANCE APPRAISAL SYSTEM

SELF APPRAISAL FORM.

(To be filled in by the executive /officers)

Name:

Employee code:

Rank:

Dept:

1. Targets:

2. Accomplishments:

3. Constraints:

4. Utilization of capacities:

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5. Strong points:

6. Short comings:

CHAPTER I

Introduction

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CHAPTER II

Company profile

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CHAPTER III

Performance appraisal systems at

Golconda hospitality services ltd.

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CHAPTER IV Appraises perceptions on

performance appraisal system in

Golconda Hospitality services ltd.

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CHAPTER V

Appraisers perception on

performance appraisal system in

Golconda Hospitality services ltd

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CHAPTER VI

Findings,suggestions & conclusions.

project on human final)

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