Persormance Apprisal

A

SUMMER TRAINING

PROJECT REPORT

ON

“PERFORMANCE APPRAISAL AT DEVI GARH”

BOUTIQUE HOTELS INDIA PVT. L.T.D.UDAIPUR

SUBMITTED FOR PARTIAL FULFILLMENT OF

MASTER OF BUSINESS ADMINISTRATION PROGRAM

YEAR – 2007-2008

SUBMITTED BY:

Your Name

PIONEER INSTITUTE OF MANAGEMANT, UDAIPUR

AFFILATED TO RAJASTHAN TECHNICAL UNIVERSITY, KOTA(RAJ.)

Acknowledgements

what ever happens in our life or accomplished is not the result of only our efforts. Behind

every success there are hidden wishes and other’s efforts. This report is also no exception and it

is my pleasure to devote a word of thanks in feet of those, who have contributed their best in

what so ever way and spared their precious time for making this report a successful venture.

At the outset, my jovial thanks to the management of devi garh viz. Its executive miss.

Prachika saxena who made my training a wonderful and excellent experience. General manager

mr. Vinit chhabra who gave me his kind permission to undertake the summer training in their

esteemed organization and all the hrd department staff personnel who contributed on each and

every step.

my heartfelt gratitude to our respected director, Dr. G.P. Bisaria for his kind

cooperation, guidance and motivation throughout my entire work. It would me my immense

pleasure to thank all respected faculty members who guided and helped me whenever required.

I would like to thank Dr. Dipin mathur, associate director, pioneer institute of management,

udaipur for encouraging me to go for such a challenging task and sharpening my skills.

I also wish to place on record my sincere acknowledgement to my teacher Ms. Disha

Mathur, programme coordinator whose guidance, inspiration and constructive suggestions given

throughout the conduct of the study left me confidant.

Last but not the least i express my words of gratitude to my family and friends, without

whose support, it would not be possible for me to complete this report.

Preface

It is very easy to give solution to the problem while sitting in an office but difficult arise

when they are practically implemented in the market. Training thus aims at giving the student a

practical exposure of the highest level and the project helps the student in acquiring the same,

the project aims at making the student aware of the market condition and how the

functional parts work in the organization. Training is an integral part of mba and every student

has to undergo the training for 60 days in company and then prepare a project report of the same

after the completion of training.

on getting an opportunity to work with devi garh, for boutique hotel india pvt. Ltd. I

readily agreed to have a project in the prestigious company.

during the whole training i got lot of experience and come to know about that real

business differs from the theory and learnt many new things, practically. I undertook the project

on “performance appraisal “ at devi garh for boutique hotel india pvt. Ltd.

Executive summary

Index

Chapter Particular Page no.

Chapter 1 IntroductionIndustry profileCompany profile

1-10

Chapter 3 Research methodology

Research methodology

25-27

Chapter 4 Analysis & interpretation 28-41

Chapter 5Suggestions & conclusions

Suggestions Conclusions Limitations

43-46

43444546

Appendix

Bibliography Questionnaire

47-52

474849-52

Industry profile

Hotel industry in india has witnessed tremendous boom in recent years. Hotel industry is

inextricably linked to the tourism industry and the growth in the indian tourism industry has

fuelled the growth of indian hotel industry. The thriving economy and increased business

opportunities in india have acted as a boon for indian hotel industry. The arrival of low cost

airlines and the associated price wars have given domestic tourists a host of options. The

'incredible india' destination campaign and the recently launched 'atithi devo bhavah' (adb)

campaign have also helped in the growth of domestic and international tourism and

consequently the hotel industry.

in recent years government has taken several steps to boost travel & tourism which have

benefited hotel industry in india. These include the abolishment of the inland air travel tax of

15%; reduction in excise duty on aviation turbine fuel to 8%; and removal of a number of

restrictions on outbound chartered flights, including those relating to frequency and size of

aircraft. The government's recent decision to treat convention centres as part of core

infrastructure, allowing the government to provide critical funding for the large capital

investment that may be required has also fuelled the demand for hotel rooms.

The opening up of the aviation industry in india has exciting opportunities for hotel industry

as it relies on airlines to transport 80% of international arrivals. The government's decision to

substantially upgrade 28 regional airports in smaller towns and privatization & expansion of

delhi and mumbai airport will improve the business prospects of hotel industry in india.

Substantial investments in tourism infrastructure are essential for indian hotel industry to

achieve its potential. The upgrading of national highways connecting various parts of india

has opened new avenues for the development of budget hotels in india. Taking advantage of

this opportunity tata group and another hotel chain called 'homotel' have entered this business

segment.

according to a report, hotel industry in india currently has supply of 110,000 rooms and there

is a shortage of 150,000 rooms fueling hotel room rates across india. According to estimates

demand is going to exceed supply by at least 100% over the next 2 years. Five-star hotels in

metro cities allot same room, more than once a day to different guests, receiving almost 24-

hour rates from both guests against 6-8 hours usage. With demand-supply disparity, hotel

rates in india are likely to rise by 25% annually and occupancy by 80%, over the next two

years. This will affect the competitiveness of india as a cost-effective tourist destination.

to overcome, this shortage indian hotel industry is adding about 60,000 quality rooms,

currently in different stages of planning and development, which should be ready by 2012.

Hotel industry in india is also set to get a fillip with delhi hosting 2010 commonwealth games.

Government has approved 300 hotel projects, nearly half of which are in the luxury range.

The future scenario of indian hotel industry looks extremely rosy. It is expected that the

budget and mid-market hotel segment will witness huge growth and expansion while the

luxury segment will continue to perform extremely well over the next few years.

Summary

Revenues of hotel and restaurant (h&r) industry in india during the financial year 2006-07 was

inr604.32 billion , a growth of 21.27% over the previous year, primarily driven by foreign tourist

arrivals ,which increased by 14.17%. Currently there are some 1,980 hotels approved and

classified by the ministry of tourism, government of india, with a total capacity of about 110,000

hotel rooms.

The hospitality industry, is poised to grow at a faster rate and reach inr826.76 billion by 2010. It

is estimated that over the next two years 70,000-80,000 rooms will be added across different

categories throughout the country.

In the indian scenario, the report covers the current trends in the hotel industry (increase in

foreign tourist arrivals, mnc's foraying into india, demand supply mismatch getting closer, rise in

occupancy rates and revpar and strong recovery of the indian economy),its structure

(composition of hotels), key consumer segments (business traveller, leisure traveller, & airline

cabin crew) and value chain. As a part of the derisking model the companies in the indian hotel

industry are also moving up the value chain to management contracts and co-branding.

The report on indian hotel industry provides an in-depth view of the sector in general and

important aspects of the sector. The report starts with the global hotel industry to give a

perspective of the indian hotel industry in the global context. The report covers the hotels

industry structure, major players, regulations, growth drivers, issues and challenges, critical

success factors and foreign direct investment trends. An analysis of the industry performance

was made on critical business parameters like occupancy rates, revenue per available room

(revpar) and average room rates (arr) and compared with global trends.. The report also analyses

the performance of the industry across major markets, and profiles the major players in the

industry.

This is the 5th annual fhrai survey of the indian hotel industry. It is an invaluable tool for

assessing the state of the hospitality industry in india at a micro and segmental level. The survey

covers a sample of 1,103 hotels (59,330 rooms) across various cities in india.  As in the past the

survey has highlighted the key operational characteristics for 30 cities with comparative figures

for the last three years.

It is of special interest to financial institutions, consultants, new investors, international

franchisers, joint venture partners, asset managers, credit card companies and a wide range of

stake holders in the hospitality industry.

In this survey we have included an updated analysis of 7 major cities from where we have

received detailed information on a number of hotels in different categories. In addition we have

included information from 12 other cities where information was avalilable with us for some

hotels, through not in sufficient numbers for all the star categories. We would like to include

information on additional cities, provided we get sufficient number of responses from our

member hotels through the hotel fact sheet (hfs) sent to them every year in april. We also urge

upon them to try and send us their full financial / operational data as per the hfs, as many

members are not including full data on these parameters. The result is that while we have some

basic data for 1,038 members (out of 1,700 active hotel members at the relevent time), we have

the financial data only for 424 hotels. It is your research document, being produced for you,

please therefore, do co-operate and send us the full data in future. We again assure you that all

the data is used only for averages and no data on individual hotels are released by hvs

international or us to anyone under any circumstances.

Company profileDevi garh: - a boutique resort

Nestled in the aravali hills of rajasthan, the 18th century devi garh fort palace, in the village of

delwara commands one of the three main passes into the valley of udaipur. Sajja singh, who

hailed from the neighboring state of gujarat, was awarded this strategically significant

principality, in recognition of his bravery and loyalty to maharana pratap against the mughal

emperor akbar, at the battle of haldighati (1576). The actual construction of the fort palace

started only in the 1760s, under raghudev singh ii, with further additions being made to the

structure by the rulers who followed. The palace was absorbed into the state of rajasthan in the

1960s, and was subsequently abandoned.

Devi garh, is ready for visitors after years of restoration and rebuilding. The fort palace was

conceived as a place where the past meets the future. This all suite luxury hotel comprising of 39

suites takes on the look of modern india, with an emphasis on design and detail, using local

marbles and semi-precious stones. The contemporary design showcased within this spectacular

heritage property, complemented by personalized and intimate service, creates a new image for

india for the 21st century.

Our Vision and Mission

TEAM - Together Everyone Accomplishes More

We will operate a collection of Luxury Boutique Hotels, establishing global standards of product

quality and service excellence.

We wish to become and remain Industry leaders and deliver outstanding value to our customers,

achieved through world-class performance and quality, by committed people who share our values.

All our actions will lead to exceeding guest expectations every time. The integrity shown

towards achieving this goal will also form the foundation of all our dealings with any business

partner as well as with each other.

We believe our strength is our people and we are committed to our internal guest, empowering

them and offering them growth professionally and personally in an environment that is both fun

and rewarding.

We believe that it is essential to be a good corporate citizen. Along with being sensitive to the

environment we will serve the community that sustains us.

VISION STATEMENT

EXCEEDING EXPECTATIONS EVERYTIME

BY BEING

Personalized than Generic

By creating a tranquil home rather than a plastic professionalism.

Empowered than Centralized

By inducing a sense of ownership through monitored delegation.

Dynamic than Static

By providing the essence which differentiates between us and others.

Unique than the Norm

By giving the experience that embarks on the memories of our guests.

Innovative than Status quo

By blending the changes in three centuries as a destination.

A learning culture creating a way of life

Location

Located 28 km north east of udaipur, devi garh is a convenient 45 minutes scenic drive from the

city. The fort, surrounded by lush green fields and mountains on three sides, overlooks the

village of delwara and is close to the temples of eklingji and nagda. The combination of a

traditional rajasthani village, the towering fort and the temples, makes for an interesting mix.

Boutique resort: -

Devi garh’s objective is to consistently delight the guest with new surprising and delectable

creations- in short: to offer a memorable experience.

We will continue to meet the needs and expectations of our present and future guests and to

enhance our brand’s perceived value and prime position in our market.

Devi garh’s mission is to be the preferred resort brand by our guests and employees, the travel

industry and all who invest in our quality products. While we continue to pursue the growth of

our resort brand we shall be sensitive to our environmental, social and business responsibilities.

Objective: -

Devi garh’s objective is to consistently delight the guest with new surprising and

delectable creations – in short: to offer a memorable experience.

Mission: -

Devi garh’s mission is to be the preferred resort brand by our guests and employees, the

travel industry and all who invest in our quality products.

Credo/motto… : -

For our guests, our resorts shall be perceived as an international, extremely friendly, efficient,

contemporary resort offering happening gastronomy experience for luxury travellers through a

wide range of innovative service concepts.

You – the lady/gentleman, shall be recognized for your focus on building guest loyalty through

the spontaneous, positive, friendly, outgoing, “yes with pleasure spirit”, reliable service delivery

and a creative commercial attitude.

We are primary and secondary guests to each other. The honoured guests are our primary guests

and our support staffs are the secondary guests. The front of the house staff become primary

guests to the heart of the house staff.

in order to succeed, devi garh wants to create and maintain good relationships with our

employees, travel agents, tour operators, the authorities, our suppliers, our competitors and the

media.

Devi garh is nestled in the aravali hills of rajasthan, the 18 th century devi garh fort palace,

in the village of delwara commands one of the three main passes into the valley of udaipur. Sajja

singh, who hailed from the neighboring state of gujarat, was awarded this strategically

significant principality, in recognition of his bravery and loyalty to maharana pratap against the

mughal emperor akbar, at the battle of haldighati (1576). The actual construction of the fort

palace started only in the 1760s, under raghudev singh ii, with further additions being made to

the structure by the subsequent rulers. The palace was absorbed into the state of rajasthan in the

1960s, and was subsequently abandoned.

Devi garh, is ready for visitors after years of restoration and rebuilding. The fort palace

was conceived as a place where the past meets the future. This all suite luxury hotel comprising

of 30 suites and 8 tents takes on the look of modern india, with an emphasis on design and detail,

using local marbles and semiprecious stones. The contemporary design showcased within the

spectacular heritage property, complemented by personalized and intimate service, cerates a new

image for india for the 21st century.

Devi garh is located 28 km north east of udaipur, devi garh is a convenient 45 minutes

scenic drive from the city. The fort, surrounded by lush green fields and mountains on three

sides, overlooks the village of delwara and is close to the temples of eklingji and nagda. The

combination of a traditional rajasthani village, the towering fort and temples, make for an

interesting mix.

Social Responsibility

Situated at the foot of the Devi Garh fort is the Delware village, which belonged to the kingdom

of mewar unit 1947, as part of the feudal estate of the house of Delwara. The history of this

region, known for its rich culture, chivalry, and martial valour, is also privy to a tradition of

constructive and educational work.

As early as the 1920s, visionary leaders such as Dr. Mohan Singh Mehta addressed the problems

of poverty and the need to create democratic values in society. One such organization born

through the efforts of peaceful revolutionaries as Dr. Mehta is 'Seva Mandir' ,based in Udaipur.

Today, Seva Mandir is working in around 600 village, situated in the vicinity of Devi Garh. Its

work is focused on improving the education, livelihoods, health and status of women in deprived

communities. It is also engaged in enabling people to cooperate with each other to solve the

problems that affect them.

Delwara symbolizes the problems of modern day unplanned settlements. Pressures of a growing

population and the lack of basic amenities are leading to a rapid deterioration in the living

standards of the inhabitants. Infrastructure, such as regular water supply, adequate sanitation, and

waste disposal systems are non existent-as are the means to proper health, livelihood, and

education.

In 2004, Seva Mandir and the National Foundation for India (NFI), a Delhi-based philanthropic

organization, came together to help improve the living conditions of Dewara's residents. In fact,

Seva Mandir's association with village goes back many years-in 1988, It started a women's

patchwork programme known as 'Sadhna' which aims to provide an alternative source of income

to women. Thus, handicraft, which includes exquisite applique and embroidery work, was

introduced to the women of Delwara.

Over the years, Sadhna has changed the lives of many families. women connected to the

programme are changing many gender norms typical of Indian societies-gaining respect in their

households and taking decisions on behalf of their families. Women, who had hardly stepped out

of their homes, let alone their village, are now traveling, both, across the country and country and

abroad, to sell their products. Today, Sadhna has 400 members and after 17 years of its

inception, has registered itself as an independent trust.

Seva Mandir, NFI and its other partner organizations such as Devi Garh, Sir Dorabji Tata Trust,

and Foundation Ensemble (France), felt that quality of life of the people of Deware could be

improved by motivating its citizens. Thus was born a citizens' forum known as the 'Nagrik Vikas

Manch', of which ,citizens of dewara from diverse backgrounds have become members. The

forum, in collaboration with the village council, is playing a leading role in establishing proper

sanitation and garbage disposal systems for the community and in improving the livelihood

prospects for its youth.

It is heartening to see people from all sections of society, pool their efforts and resources

to make life for all the people in Delwara, better. Seva Mandir is making similar efforts in the

other 600 villages that it is working in. Seva Mandir, NFI and Devi Garh are committed to

promote such initiatives in the rest of the country. As a guest of Devi Garh you are invited to

witness their idealism

Guest room features: -

There are 39 suites in the devi garh. All the 39 suites are unique; luxurious and beautiful, yet

equipped with the most modern facilities to make a guest feel totally at home. The premium suite

has a swimming pool and a jacuzzi of its own. Each suite as embellished with marble and semi-

precious stones, while the public spaces are designed around different metals.

there are 4 types of suites in devi garh: -

1. Devi garh suite

2. Aravali suite

3. Palace suite

4. Garden suite

Tents are also available.

1. Devi garh suite: - the concept behind the design philosophy

of the devi garh suite is that of ‘shiv’ and ‘shakti’ – the male and female energies, embodied in

shiva, the hindu god of destruction in conjunction with shakti, his consort, who personifies the

divine power of feminity.

an integral part of the concept is the image of the bull nandi, the ‘vahana’ (vehicle) of

shiv and also a devotee of the god.

2. Aravali suite: - the aravali suites are the most spacious, bright and tastefully designed suites

at devi garh. They offer complete privacy and have a spectacular view of the aravali hills, which

can be enjoyed from balconies or large bay windows.

the design of this particular suite is based on the traditional motif – often considered

the most beautiful in indian art – that of the lotus, or ‘kamal’.

3. Palace suite: - the palace suites are each individually designed gems – literally, for their

decors use semi-precious stones as inlays. Pristine white marble forms an effective base to offset

the rich and elegant colors of rajasthan, with local skills being used in a modern manner. In ever

case, the patterns of the furniture are reflected and replicated in the white terrazzo forming the

floor.

4. Garden suite: - the garden suites at devi garh each have their own private lobby, garden and

tented terrace, and overlook a vivid rectangular field of flowers.

In each of the suites, the décor (based on local green marble) brings the serenity and

beauty of the garden inside. A carved marble tree of life surmounts the headboard of the bed,

adding to the effect of a garden within the room.

Tents:- traditionally rajputs were known for their constant forays into the wilderness – either to

wage war or on hunting expeditions. Setting up of portable tents became one of the most

important rituals, giving order and stability to their nomadic lifestyle.

for the adventurous traveller of the 21st century who is looking to be closer to nature,

devi garh provides 8 tents at the foot of the palace, as an option.

Board of directors

organization structure

level designation

Director Mr. Ranjan kumar poddar

Chairperson Mrs. C.l. poddar

Director business development mr. Anupam poddar

Director mr. Martand singh

Director mr. Harish khaitan

Director mr. Birla nanda bissell

Managing director mr. D.k. bhalla

From 2000 to date, devi garh has come a long way. It is one of the tatter’s 100 best hotels and

also a member of the preferred hotels and resorts. Yet another jewel in the crown of devi garh is

the best design and ambience award by conde nast travellers, an internationally acclaimed travel

magazine.

Hierarchy of devi garh resort

Mr. Rajnish sabharwal

(vice president operation)

Mr. Vinit chhabra

(general manager)

Mr. Bhupesh rathore

(resident manager)

Today hotel industry growing very fast. Every hotel industry has the number of departments.

Devi garh also has the departments which are as follows: -

Departments-

1. Front office: - the front office is a key contact between guests and staff. Through the

front desk personnel, all guests are registered and assigned rooms, payments are handled,

and mail, telegram and telefaxes are expedited. Guests also contact the front desk to find

information about the resort, the area around the resort, travel desk related information

and facilities.

2. Housekeeping department: - the housekeeping department keeps the resort neat and

clean and takes care of lost and found articles, employee uniforms, and the distribution of

linen throughout the resort.

3. Switchboard: - the switchboard is the initial contact guests and clients have when calling

the resort. It provides guests with wake-up calls, assists with calls and inquiries, and is

responsible for messages and technical problems with equipments.

4. Food & beverage department: - the food & beverage department is responsible for food

& beverage operations in restaurants, convention and banquet facilities. The division

includes food production, food service, catering and banquet, beverage and stewarding.

Control on breakage and pilferage is of great importance.

5. Food production: - food production prepares meals for the restaurants, the employee

cafeteria and other food outlets.

6. Kitchen stewards: - the kitchen stewards wash, clean, store and distribute table and

glassware. The department is also responsible for the cleanliness of all food production

equipment and all preparation areas.

7. Sales and marketing department: - the sales and marketing department works to

increase the awareness of the resort, and brings individual guests, groups, tours and

conventions to the resort. Responsible for meeting venue targets and providing a suitable

business mix.

8. Security department: - the security department is responsible for the safety of guests

and employees. Officers patrol the resort, and examine that fire extinguisher and other

emergency equipment functions properly. It is also responsible for preventing accidents,

theft, general safety, and to teach safety and emergency procedures to employees.

9. Purchasing department: - the purchasing department is responsible for acquisition of

both perishable and non-perishable items we need in the resort, including groceries, meat,

fish, poultry, fruits, vegetables, stationery, vacuum cleaners, light.

10. It- department: - the it- department is responsible for overseeing the operation of

computer/printer related equipments, network efficiency, current software, training,

internet coverage and high efficiency and making most operations paper free.

11. Engineering department: - the engineering department maintains and makes

improvements of the resort building and equipment. Besides controlling the heating and

cooling within the building, the department also maintains operating equipment, such as

elevators, television, etc., temperature, no breakdown, cost effectiveness, flow and

pressure, conservation of energy and hazard free operations.

12. Accounting department: - the accounting department is responsible for the exchange

and control of money in the resort. It prepares reports relating to budgets, taxes and

financial statements. Control of cost finance, statutory needs, night audits, debtors and

creditors, records and bookkeeping, mis, dealing with financial institutions.

13. Human resources department: - the human resources department recruits and informs

new employees, as well as determines development and training needs of each employee,

and implements training programs, administers wages, salaries, and employee benefits.

New strategy: -

every industry or organization wants to provide quality service to each and every

customers as well as suppliers. For this every organization follows, customer would satisfied

when they get what they want. If the customer doesn’t get what he wants he would be

dissatisfied and this dissatisfaction would affect the organization directly as well as indirectly. It

also affects the organization’s goodwill. So the customer satisfaction is necessary for every

organization. And this customer satisfaction comes from overall quality. Many organizations

take necessary steps for this. Most of the organization implements six sigma for total quality.

Six sigma

Six sigma is a method for improving productivity and profitability. It’s a disciplined application

of statistical problem-solving tools to the identify and quantify waste and indicate steps for

improvement.

six sigma methodology improves any business process by constantly reviewing

and re-tuning the process. To achieve this six sigma uses a methodology known as ‘dmiac.’

d: - define opportunities

m: - measure performance

i: - improve performance

a: - analyzee opportunity

c: - control performance

Three commandments of six sigma philosophy are: -

1. The customer is the king.

2. In god only we trust, rest all gather data.

3. Variation is the enemy of all the processes.

The six sigma story began in the 1980s at motorola. In 1983, reliability engineer bill

smith concluded that inspections and tests were not detecting all product defects, customers were

finding defects, and defects were causing products to fail. Since process failure rates were much

higher than indicated by final product tests, smith decided that the best way to solve the problem

of defects was to improve the processes to reduce or eliminate the possibility of defects in the

first place. He set the standard of six sigma- nearly perfect, 99.9997% - and coined the term for

the methodology.

Mikel harry, a quality and reliability engineer at motorola, who founded the motorola six

sigma institute, further refined the methodology beyond eliminating process waste. Bob galvin,

the ceo of motorola at the time, promoted six sigma, and motorola realized huge bottom-line

results as a result of its six sigma efforts, documenting more than $16 billion in savings in 15

years.

Larry bossidy of allied signal (now honeywell) and jack welch of general electric

initiated six sigma programs in their companies. Allied signal saved $500 million in one year,

honeywell saved.

RESEARCH METHODOLOGY

Research is a common parlance to refer to a search for knowledge. We can also define research

as scientific and systematic search for petrifaction and inquiries for new facts in any branch of

knowledge, Researcher are basically systematic enquiry, with customers critical examinations

with objectives to search new facts or interpret know in new light.

THE WORD RESEARCH STANDS FOR:

R - Rational way of thinking

E - expert and exhaustive treatment

S - search for solution

E - exactness

A - Analytical a analysis of adequate data

R - Relationship of fact

C - a. Careful recording

b. Critical observation

c. Constructive attitude

d. Condensed and compactly stated generalization

H - Honesty and hard work

Topic : “Performance Appraisal at Devi Garh”

Objective : There are many objectives of my study

1. To study the role of employees based on there hierarchy.

2. to access the performance of employees in the light of companies goals & job

responsibilities.

3. to study conflict & grievances of employees to ensure performance.

4. To suggest means & ways to improve employees skills, efficiency & effectiveness.

5. To suggest performance appraisal method for the management.

DATA SOURCES: -

Primary Data:- A questionnaire was framed for the purpose of data collection.

Secondary Data : - Secondary data was collected from literature, news paper, annual report of the

company & WebSites.

RESEARCH APPROACH

The data was collected from the respondent by personally connecting them & mailing them fill

up that questionnaire.

RESEARCH INSTRUMENTS

The research instruments used was questionnaire, which was formatted keeping in view the

objectives & information needed for the analysis & drawing conclusion.

RESEARCH STRATEGY

The research strategy adopted was personally interviewed all the employee of DEVI GARH.

Sample size taken was 50. analysis and interpretation have been made totally on the basic of

response received.

ANALYSIS OF COLLECTED DATA

The following steps are involved in analyzing the collected data.

Coding

Editing

Tabulation & analysis

Interpretation

Recommendations, if any

Analysis & interpretation

Q1. What in your opinion is the objective of performance appraisal in your organization?

a) To improve job performance.b) To identify areas for training and development c) For promotions d) For transfer e) To reduce grievances f) To differentiate performance from non-performers

24

52

94

0

16

44

0

10

20

30

40

50

60

70

80

90

100

A B C D E F

Series1

Interpretation :- as we can see in the graph that 24% employees are think that performance apprisal is helps to improve job performance & 52 % think that it helps in idenrifing the areas of training & development & 94% think that it helps in pramotion , & 16% think that it reduces griveances, & 44% think that it helps in identifying performers from non performers.

Q2. Whether performance appraisal is necessary? a) Yes b) No

Option Answer %A YES 50 100%

B NO 0 0%

100%

0%

A

YES

Interpretation: 100% employees think that performance appraisal is necessary in any organisation.

Q3. What is the present system of performance appraisal in your organization? a) closed system (confidential)b) open system

c) 360 degree appraisal system (in this system appraisal appraises his performance followed by the superior and subordinates)

0

0

100

0 20 40 60 80 100 120

CLOSEDSYSTEM

OPENSYSTEM

360DEGREE

APPRAISALSYSTEM

AB

C

Series1

Interpretation:- 64% employee says that 360 degree performance appraisal system is the present appraisal system and 36% are not aware obout the system.

Q4. Which of the following performance appraisal system is more effective? a) closed system

b) open system c) 360 degree appraisal system

6% 0%

16%

0%

78%

A CLOSED SYSTEM

A

B OPEN SYSTEM

B

C 360 DEGREEAPPRAISAL SYSTEM

Interpretation:- 4% employees think that closed system is effective, 8% think that open system is effective and 64% think that 360 degree appraisal system is more effective where 24% is not aware about this.

Q5. Whether the duration between the appraisals is satisfactory?a) yes b) no

88%

12%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

YES

NO

Series1

If no, what should be the appropriate duration? a] half yearly b] quarterly c] any other duration

10%

2%

0% 2% 4% 6% 8% 10% 12%

QUART E RLY

ANY OT HE R DURAT ION

Ser ies1

Interpretation:- 88% employees are satisfied with the duration between the appraisals where 12% are not satisfied with the duration out6 of that 12% 10% want's it quaterly and 2% are want some other duration.

Q6. How do you rate the existing performance appraisal system?a) Highly satisfying b) Quite satisfying c) Satisfactory to some extent d) Not at all satisfying

78

16

6

0 20 40 60 80 100

HIGHLYSATISFYING

QUITESATISFYING

SATISFACTORYTO SOMEEXTENT

AB

C

Series1

Interpretation:- 64% employees are highly satisfying with the existing appraisal system where 30% are quite satisfing and rest of 6% are satisfied to some extend.

Q7. Whether the existing performance appraisal system has the capacity of identifying the potential of an individual to occupy higher position?

a) Yes b) No c) To some extent

0 0

86

0

14

0

10

20

30

40

50

60

70

80

90

100

YES NO

TO SOMEEXTENT

A B C

Series2

Series1

Interpretation:- 86% employee think that the existing performance appraisal system has the capacity of identifying the potential of an individual where 14% think that to some extent it has the capacity to identifying.

Q8. What is your opinion about the rating given by the superiors in the performance appraisal?

a) Objective b) Subjective c) Not aware

68

32

0

10

20

30

40

50

60

70

80

OBJECTIVE SUBJECTIVE

A B

Series1

Interpretation:- 68% employees says that rating given by the superiors in the performance appraisal is objective where 32% sets that it is subjective.

Q9. Whether you regularly receive feed back about your performance?a) Yesb) No

78

22

0

10

20

30

40

50

60

70

80

90

Y E S NO

A B

Ser ies1

if yes, whether the feed back helps you to improve your performance?

a] yesb] no

78

0

0 10 20 30 40 50 60 70 80

Y E S

NO

Ser ies1

Interpretation:- 78% employees are regularly recevied the feed back and they also think that feed back helps to improve the performance where 22% didn not get the feed back

Q10. Do you get any direct incentive for better individual performance and efficiency? a) Always b) After c) Occasionallyd) Never

0

10

20

30

40

50

60

ALW

AY

S

AF

TE

R

OC

CA

SIO

NA

LLY

NE

VE

R

A B C D

Series1

Interpretation:- 56% employees says that they always get direct incentive for better performance and efficiency,26% says that they get after some time ,14% says that occasionly they get incentive where 4% says that they never get any incentive.

Q11. Does lack of incentive affect your good performance?a) Greatly b) To certain extent c) Not at all

0

10

20

30

40

50

60

70

GREATLY TO CERTAINEXTENT

NOT AT ALL

A B C

Series1

Interpretation:- 34% employees says that lack of incentive greatly affect good performance where 62% says that to some extent it affect performance and 4% says that lack of incentive do not affect the performance.