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Employee Performance Appraisal in Telecom Industry, India

Article  in  SSRN Electronic Journal · January 2019

DOI: 10.2139/ssrn.3471721

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Nalla Bala Kalyan Viswanatha Reddy Pedirappagari

Sri Venkateswara College of Engineering, Karakambadi Road, Tirupati Sri Venkatewara College of Engineering
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 Employee Performance Appraisal in Telecom
Industry, India

Dr. Nalla Bala Kalyan

Associate Professor
Department of Management Studies
Sri Venkateswara College of Engineering
Tirupati-517507
AP, India
Email: [email protected]

Mr. P.Viswanatha Reddy

Assistant Professor
Department of Management Studies
Sri Venkateswara College of Engineering,
Tirupati-517507
AP, India
Email: [email protected]

Abstract: A performance appraisal is a progression of evaluating an employee’s recital of a job

in terms of its necessities. Individually or collectively, it is a part of all the other staffing
processes, as a requirement, selection, placement and indoctrination. Telecommunication
Industry in India has entirely distorted its face in last decade. The conformist telephony has now
become a narration and is replaced with the latest of the 4G products. A layman in the country is
able to right of entry most complicated handsets and telecom products at economic rates.
Number of company’s contribution broad assortment of products also increased quickly in the
market thereby imposing a challenge of employee retention. The paper is based on the results of
a well prearranged questionnaire administered to 129 employees of BSNL, Tirupati.

Keywords: Employee, Performance Appraisal, Telecom Industry, India

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1. Introduction:
Performance appraisal is essential for the effective management and evaluation of staff. An
appraisal helps to develop individual and improve organizational performance. Formal
performance appraisals are generally conducted annually for all staff in the organization. His or
her HOD appraises each staff member. Annual performance appraisal enable the management to
monitor the standards, agree on expectations and objectives, and delegate responsibilities and
tasks. Staff performance enables organizational training needs analysis and planning.
Telecommunications services are no longer defined as telephone services only. Today, this sector
embraces many areas, including the distribution of data, sound, images and other information via
cable, broadcasting, relay or satellite. The management and maintenance of networks, as well as
the provision of services using these networks, are also included in this category, although the
production of radio and television programmes are not Telecommunications is ultimately an
infrastructure service which requires the investment of large amounts of capital, particularly for
the establishment of new networks. Thus, economies of scale are typically greater in such
sectors, resulting in larger entities; similarly, newcomers to the sector are generally concentrated
into bigger groups. The advent of computer based communication technologies and
communication network have become an important factor in global interaction. Telephone, for
examples, provides the basic connection for social interaction between individuals and the
linkages both within and among nations. Deutsch (1953) mentioned this as "a web of nations".
Today's the development of communication technology ignores the global border and makes
world "global village" (McLuhan, 1964). This reform of the communication technology since
been expanded to include the transformation of the traditional voice telecom network into an
expanded and enhanced information infrastructure, which is capable of communicating all forms
of information content (Melody, 2003).
The telecommunication system has become the electronic infrastructure for transmitting the all
kinds of information, for instant, voice, data, graphics, video, music. It is a rapidly growing
medium of communication all over the world. Since, currently telecommunication sector is
experiencing phenomenal global change with the liberalization and privatization of the sector,
which also opens the competition (Beard and Hartmann, 1999). It opens the opportunities for the
consumers to enjoy the choice among the service providers. Now days, due to the competition,
the telecommunication service providers offers innovative services as well as competitive prices
also. The nature of the competition today in the global telecommunications industry seems to
centre on market activities that aim at gaining competitive advantages through strategic
combinations of resources and presences in multiple products and geographical areas (Chan-
Olmsted and Jamison, 2001).

2. Objectives Of The Study

➢ To know the employees satisfaction levels on performance appraisal methods used by the
BSNL
➢ To access the effectiveness of performance appraisal system in BSNL
➢ To know the advantages of performance appraisal system of BSNL
➢ To know the existing methods of performance appraisal system at BSNL

3. Research Methodology
3.1 Sampling Procedure
Sampling Technique : Convenience sampling method
Sample Size (N) : 129
Questionnaire : Structured Questionnaire

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3.2 Sources of Data
Data Collection Method:
Data may be collected in various ways. Usually data collected are termed as primary and
secondary data.
Primary Data:-This primary Data has been collected through Questionnaires on perfect
process. The data collected by administering the questionnaire to employees of BSNL, Tirupati
by personally approached and explained its contents. This data helps for interpretation and
analysis, to attain the objectives of the study.
Secondary Data:- This secondary data has been collected through various sources such as
analyzing various materials like Company Profile, Magazines, Journals, Past records at BSNL
official websites, company brochures, reports etc.,
3.3 Application of Statistical tools: The statistical tools used are SPSS 12.0, a statistical
package for social sciences. Chi-square test was conducted. Data has been analyzed and
presented in Tabular and Graphical representations.

4. Data Analysis and Interpretation

The data collected from the employees of BSNL, Tirupati were analyzed, tabulated and
interrelated as follows:
4.1 Profile of the Respondents
Table 1
Profile of Respondents
(N=129)
Characteristic Categories f %
Gender Male 93 72.1
Female 36 27.9
Age Below 30 10 7.8
31- 40 29 22.5
41 – 50 32 24.8
51 and above 58 45.0
Cadre Executive 47 36.4
Non executive 82 63.6
Monthly income Rs. 10000 - 20000 9 7.0
Rs. 20000 - 25000 19 14.7
Rs. 25000 - 40000 56 43.4
Rs. 40000 and above 45 34.9
Educational SSC/SSLC 35 27.1
qualification(highest) Graduate 66 51.2
Diploma 15 11.6
Masters 10 7.8
Professional 3 2.3
Experience Below 5 Years 12 9.3
5 - 15 Years 23 17.8
15 - 20 Years 13 10.1
20 Years and above 81 62.8

The data is collected from a sample of 129 respondents. Table 1 provides the
demographic details. Majority of respondents are male. The sample is dominated by above 50
years and above (45%) age group. Most of them are (43.4%) in between the pay bracket of Rs.

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25000 and 40000/- and about 56% of the respondents are graduates. The sample represents both
Executive (36.4 %) and Non executive respondents (63.6%). About 72.1 per cent of the
respondents are male respondents. Only 27.9 per cent are female employees. The respondents
belong to different age groups. However, most of the respondents are eldest. About 7.8 per cent
of the respondents are below 30 years of age. About 22.5 percent respondents are in the age
group of 31-40 years, 24.8 per cent of the respondents are in the age group of 41-50 years, and
45 per cent of the respondents are in the age group of 50 and above. Majority of the respondents
(51.2) are Graduates. 11.6 per cent of the respondents are having Diploma qualification, 7.8 per
cent of the respondents are post graduates. About 2.3 per cent of the respondents are
professionally qualified and 27.1 per cent of the respondents are having educational qualification
of SSC/SSLC and below.
Table 2
Awareness of the Performance Appraisal
(N=129)
No. of Respondents Percent
Yes 122 94.6
No 7 5.4
Total 129 100.0
Graph 1
Awareness on Performance Appraisal
Awareness on Performance Appraisal

140

120

100

80 No. of respondents
60 Percent

40

20

0
Yes No Total

Interpretation: From the above table and chart, it can be inferred that 94.6 % of employees are
aware and 5.4% of employees are unaware of performance appraisal.
Table 3
Purpose of reviewing Performance Appraisal
(N=129)
No. of Respondents Per cent
Promotions 94 72.9
Increments 23 17.8
Transfers 1 0.8
Awards 11 8.5
Total 129 100.0
Interpretation: From the above table it can be inferred that 72.9% of employees are of the view
that appraisal is done in the organization for the purpose of promotions, 17.8 % opine for

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increments, and 8.5% for grant of award. The same has been represented in chart as below as
Chart -2
Graph 2
Purpose of reviewing Performance Appraisal
Purpose of reviewing in Performance Appraisal

140

120

100

80 No. of respondents
60 Percent

40

20

0
Promotions Increments Transfers Awards Total

Table 4
Methods to evaluate Performance Appraisal
(N=129)
No. of Respondents Percent
Ranking Appraisal Method 60 46.5
Rating 50 38.8
Checklist 18 14.0
Group of indications 1 0.8
Total 129 100.0
Interpretation: Table 3 and graph 3 clearly show the methods to evaluate performance
appraisal. Majority of the respondents are stated that ‘ranking method’ is followed in BSNL,
whereas, 38 percent and 14 percent opine the evaluation of performance appraisal done by rating
and checklist method respectively. The same has been represented in graphically.
Graph-3
Methods to evaluate Performance Appraisal
Methods to evaluate Performance Appraisal

140
120
100
80 No. of respondents
60 Percent
40
20
Table 4
0
Job efficiency
Ranking Rating
through Performance
Checklist Group of
Appraisal
Total
appraisal (N=129)indications
method
No. of Respondents Percent
Strongly agree 34 26.4
Agree 64 49.6
Neutral 13 10.1

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 Disagree 18 14.0
Total 129 100.0
Interpretation: From the above table it can be inferred that 26.4% and 49.6 percent of the
respondents are strongly agree and agree with the statement that the ‘Performance appraisal
system is useful for increasing job efficiency’. 14% disagreed with the statement and 10 percent
of the respondents are neutral in their opinion. Graphical representation shows the number of
respondents with their options in graph 4.
Graph 4
Job efficiency through Performance Appraisal
Job efficiency through Performance Appraisal

140
120
100
80 No. of respondents
60 Percent
40
20
0
Strongly Agree Neutral Disagree Total
agree

Table 5
Knowledge on criteria used in Performance Appraisal
(N=129)
No. of Respondents Per cent
Fully knowledge 62 48.1
Partially 31 24.0
Manageable 29 22.5
Unaware 7 5.4
Total 129 100.0
Graph 5
Knowledge on criteria used in Performance Appraisal
120
100 Percent
80
60
40 No. of
20 respondents
0
e
lly

ar
e
e

bl
tia
dg

w
ea

na
ar
le

ag
P

U
ow

an
kn

M
lly
Fu

Interpretation: From the above table and graph, it can be inferred that 48.1% of employees are
having full knowledge, 24% of employees having partial knowledge, 22.5% of employees
having manageable knowledge and 5.4% of employees are unaware of criteria used for
performance appraisal system.

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 Table 6
Performance Appraisal motivating the employee
(N=129)
No. of Respondents Percent
Yes 102 79.1
No 27 20.9
Total 129 100.0
Graph 6
Performance Appraisal motivating the employee
140
120
100
No. of
80
respondents
60
Percent
40
20
0
Yes No Total

Interpretation: From the above table it can be inferred that 79.1 % of employees are motivated
by the performance appraisal system existing in BSNL, whereas, 20.9% of employees are not
motivating from the present Appraisal system.
Table 7
Overall Opinion on Performance Appraisal System
(N=129)
No. of Respondents Percent
Excellent 74 57.4
Average 25 19.4
Satisfactory 27 20.9
Unsatisfactory 3 2.3
Total 129 100.0
Graph 7
Overall Opinion on Performance Appraisal System
140
120 No. of
100
80 respondents
60 Percent
40
20
0
ge

l
ta
nt

ry

To
ra
le

or
to
ve
el

ct
ac
xc

fa
A

isf

is
E

at

at
S

ns
U

Interpretation:From the above table and chart, it can be inferred that 57.4% of employees
opines the performance appraisal system is excellent, 19.4% of employees says it is average,
20.9% of employees opines, the overall system is satisfactory and 2.3% of employees are
dissatisfied.
Table 8
Appraisal system helps the employee to reach goals

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 (N=129)
No. of Respondents Per cent

Yes 83 64.3
No 46 35.7
Total 129 100.0
Graph 8
Appraisal system helps the employee to reach goals

Total

Percent
No
No. of respondents

Yes

0 50 100 150

Interpretation: From the above table and chart, it can be inferred that 64.3% of employees
agree with the statement and 35.7% of employees do not agree.
Table 9
Rating given by the reporting officers
(N=129)
No. of Respondents Per cent
Very Good 83 64.3
Good 17 13.2
Satisfactory 16 12.4
Average 13 10.1
Total 129 100.0
Graph 9
Rating given by the reporting officers
ge

Percent
ra
fa Ave
ry

No. of
oo cto

respondents
is
at

d
S

G
d
oo
G

0 50 100
y
er
V

Interpretation: From the above table and chart, it can be inferred that 64.3% of employees says
that the reporting authority usually gives “Very Good” grading, whereas, about 13 and 12
percent of the respondents opined that the controlling authority usually grades “Good” and
“Average entries only in the reports. Meager 10% of the respondents opined the remarks in the
appraisal reports by the reporting office may be “Average”.
Table 10
Comparison with other employee
(N=129)
No. of respondents Percent

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 Yes 79 61.2
No 50 38.8
Total 129 100.0
Graph 10
Comparison with other employee

150

100
No. of respondents
Percent
50

0
Yes No Total

Interpretation: From the above table it can be inferred that 61.2% of employees said ‘Yes’, and
38.8% of employees said ‘No’ in respect of the comparison of performance with other employee,
while reviewing the appraisal report.
Table 11
Receipt of copy of reviewed performance appraisal
(N=129)
No. of Respondents Percent
Yes 87 67.4
No 42 32.6
Total 129 100.0
Graph11
Receipt of Performance Appraisal copy
140
120
100
80 No. of respondents
60 Percent
40
20
0
Yes No Total

Interpretation: From the above table it can be inferred that 67.4% of employees are of the
receiving the receipt of the copy of performance appraisal, whereas, 32.6 % respondents says
they did not receive the copy of the appraisal report.
Table 12
Competitive environment at work place
(N=129)
No. of Respondents Per cent
Yes 86 66.7
No 43 33.3
Total 129 100.0
Interpretation: From the above table and the chart shown below, it can be inferred that 66.7%
of respondents are of the opinion that the appraisal report entries may create competitive

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environment in the work place, whereas, 43.3% of the respondents opines appraisal reports have
no contribution towards the competitive environment among the employees at work place.
Graph 12
Competitive environment at work place

140
120
100
80 No. of respondents
60 Percent
40
20
0
Yes No Total

Table 13
Information on objectives of performance appraisal
(N=129)

No. of Respondents Per cent

Yes 44 34.1
No 85 65.9
Total 129 100.0
Graph 13
Information on objectives of performance appraisal
140
120
100
No. of
80
respondents
60
Percent
40
20
0
Yes No Total

Interpretation: From the above table and chart shown below, it can be inferred that 34.1% of
respondents says there is information about the objectives of the appraisal, whereas, 65 percent
of the respondents opine there is no information on the objectives of performance appraisal.
Table14
Encountering problem in the appraisal system
(N=129)
No. of Respondents Per cent
Yes 39 30.2
No 90 69.8
Total 129 100.0
Interpretation: From the above table it can be inferred that 30.2% of employees are says that
they encountered problems in the appraisal system, whereas, 69.2 percent of the respondents did

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not feel any problem in the present system of appraisal. The same is represented graphically at
graph14.
Graph14
Encountering problems in the appraisal system

250
200
150
Percent
100 No. of respondents
50
0
Yes No Total

Table 15
Sufficiency of the system in measuring performance
(N=129)
No. of Respondents Per cent
Yes 78 60.5
No 51 39.5
Total 129 100.0
Graph 15
Sufficiency of the system in measuring performance

140
120
100
80 No. of respondents
60
Percent
40
20
0
Yes No Total

Interpretation: From the above table and chart, it is inferred that 60.5% of respondents opine
that the existing system of appraisal is sufficient in measuring the employee performance,
whereas 39.5 percent of respondents do not agree with it.
Table 16
Identification of Strengths and weaknesses of the employee
(N=129)
No. of respondents Percent
To the large extent 37 28.7
Up to some extent 77 59.7
Reasonably 14 10.9
not at all 1 0.8
Total 129 100.0

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 Graph 16
Strengths and weaknesses of the employee
100
80
60 No. of respondents
40 Percent
20
0

To the large

Reasonable
Up to some

not at all
extent
extent

Interpretation: Table16 shows the results of the statement ‘the present system of appraisal
identifies the strengths and weaknesses of the employees’. In this regard, from the said table it is
clear that 59.7 percent of the respondents opine system is up to some extent able to identify the
strength and weakness. About 10 percent respondents opine it is reasonably means on an average
it appraisal system is able to identify the strengths and weaknesses of the employees working in
the organization.
Table 17
Difference between reporting and reviewing authority in appraisal
No. of Respondents Per cent
Yes 102 79..01
No 27 20.9
Total 129 100.0

Graph 17
Difference between reporting and reviewing authority in appraisal
140

120

100

80 No

60 Total

40

20

0
102 79..01

No. of respondents Percent

Interpretation: From the above table and chart, it can be said that majority (79%) of the
respondents opine that there is no difference of opinion between the reporting and reviewing
authority in grading and weighing the performance of an employee, whereas, 20 percent of the
employees opine that reporting and reviewing authority may differ in grading the employee
performance.
Table 18
Prior intimation on adverse remarks
(N=129)
No. of Respondents Per cent
Yes 68 52.7
No 61 47.2

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 Total 129 100

Chart 18
Prior intimation on adverse remarks
200

100 No. of…

0
Yes No Total
Interpretation: Table 18 and graph 18 depict the views of respondents in respect of prior
intimation about the adverse remarks in the Appraisal Reports. 52.7 percent of the respondents
are of the opinion that they get prior intimation, when adverse entries are going to be placed in
the appraisal report, whereas 47.2 percent says prior intimation may not be given. By using SPSS
12, 0, a statistical package, the following tests were conducted and the results drawn are placed
below:

Chi- Square Test

Table 19
Results of independent chi-square test (Gender-wise)
(N=129)
p-value Performance appraisal is useful to do Total
Chi -square better Job
value

8.377* 0.039 Strongly Agree Neutral Disagree

agree
Gender Male 23 44 8 18 93
24.7% 47.3% 8.6% 19.4% 100.0%
Female 11 20 5 0 36
30.6% 55.6% 13.9% 0.0% 100.0%
Total 34 64 13 18 129
26.4% 49.6% 10.1% 14.0% 100.0%

Graph 19
Graphical Representations of Results
P erfo rman c e ap p ris al is u s efu l to d o b etter jo b
100%

80%

60% D is a g ree

N eu tra l
40%
A g ree

S tro n g ly
20%
a g ree

0%
Ma le F ema le

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Inference: Chi-square test was carried out to know whether there is association between genders
and “performance appraisal useful to do better job” .The results are noted in table No 19. Results
reveal that there is significant impact of gender of employees on their performance appraisal
useful to do better job. Since P-value 0.039<0.05, for the corresponding chi –square value 8.377
that means male and female are differed significantly with respect to level of performance
appraisal is useful to do better job.
Table 20
Results of independent chi-square test (Cadre-wise)
(N=129)
Chi - p-value Performance appraisal is useful to Total
square do better Job
value
13.747* 0.003 Strongl Agree Neutral Disagree
* y agree
Cadre Executive 13 19 2 13 47
27.7% 40.4% 4.3% 27.7% 100.0%
Non - 21 45 11 5 82
executive 25.6% 54.9% 13.4% 6.1% 100.0%
Total 34 64 13 18 129
26.4% 49.6% 10.1% 14.0% 100.0%
Graph 20
Graphical Representations of Results
P erfo rman c e ap p ris al is u s efu l to d o b etter jo b
100%

80%

60% D is ag ree

N eu tral
40%
A g ree

S tro n g ly
20%
ag ree

0%
E x ec u tiv e N o n - ex ec u tiv e

Inference: Chi-square test was carried out to know whether there is association between cadres
and “performance appraisal useful to do better job” .The results are noted in table No 20. Results
reveal that there is significant impact of cadre of employees on their performance appraisal
useful to do better job. Since P-value 0.003<0.01, for the corresponding chi –square value 13.747
that means male and female are differed significantly with respect to level of performance
appraisal to do better job.
Table 21
Results of independent chi-square test (Cadre-wise)
(N=129)
Chi - p-value Knowledge on criteria used for Performance Total
square Appraisal
value
10.348* 0.016 Fully Partially Manageable Unaware
knowledge
(%)
Gender Male 47 16 23 7 93

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 50.5% 17.2% 24.7% 7.5% 100.0%
Female 15 15 6 0 36
41.7% 41.7% 16.7% 0.0% 100.0%
Total 62 31 29 7 129
48.1% 24.0% 22.5% 5.4% 100.0%
Graph-21
Graphical Representation of Results
K n o wled g e o n c riteria u s ed fo r P erfo rman c e
A p p rais al
100%

80%

U n w a re
60%
Ma n a g ea b le
40%
P a rtia lly

20% F u lly
k n o w led g e
0%
Ma le F ema le

Inference: Chi-square test was carried out to know whether there is association between genders
and “knowledge on criteria used for performance appraisal” .The results are noted in table No 21
Results reveal that there is significant impact of gender of employees on their knowledge on
criteria used for performance appraisal. Since P-value 0.016<0.05, for the corresponding chi –
square value 10.348 that means male and female are differed significantly with respect to level of
knowledge on criteria used for performance appraisal .
Table 22
Results of independent chi-square test (Cadre-wise)
Chi - p-value Overall opinion on Performance Appraisal Total
square
value
21.155** 0.000 Excellent Average Satisfactory Unsatisfactory
Cadre Executive 31 15 1 0 47
66.0% 31.9% 2.1% 0.0% 100.0%
Non - 43 10 26 3 82
executive 52.4% 12.2% 31.7% 3.7% 100.0%
Total 74 25 27 3 129
57.4% 19.4% 20.9% 2.3% 100.0%
Source: Primary data
Graph 22
Graphical Representation of Results

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 Overall o p in io n o n P erfo rman c e A p p rais al
100%

80%

60% U n s atis fac to

ry
S atis fac to ry
40%
A v erag e

E x c ellen t
20%

0%
E x ec u tiv e N o n - ex ec u tiv e

Inference: Chi-square test was carried out to know whether there is association between cadres
and “Over all opinion on performance appraisal” .The results are noted in table No 22. Results
reveal that there is significant impact of gender of employees on their performance appraisal
useful to do better job. Since P-value 0.000<0.01, for the corresponding chi –square value 21.155
that means male and female are differed significantly with respect to level of overall opinion on
performance appraisal .
Table 23
Results of independent chi-square test (Cadre-wise)
Chi - p-value Strengths and weakness of the employee Total
square
value
9.421* 0.024 To the Up to some Reasonable not at all
large extent
extent
Cadre Executive 9 36 2 0 47
19.1% 76.6% 4.3% 0.0% 100.0%
Non - 28 41 12 1 82
executive 34.1% 50.0% 14.6% 1.2% 100.0%
Total 37 77 14 1 129
28.7% 59.7% 10.9% 0.8% 100.0%
Graph 23
Graphical Representation of Results
S tren g th s an d weakn es s o f th e emp lo y ee

100%

80%

60% n o t at all

R eas o n ab le
40%
U p to s o me
ex ten t
T o th e larg e
20%
ex ten t

0%
E x ec u tiv e N o n - ex ec u tiv e

Inference: Chi-square test was carried out to know whether there is association between cadre
and “Strengths and weakness of the employee” .The results are noted in table No 23. Results
reveal that there is significant impact of gender of employees on their knowledge on criteria used
for performance appraisal. Since P-value 0.024<0.05, for the corresponding chi –square value

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9.421 that means male and female are differed significantly with respect to level of strengths and
weakness of the employee.

5. Findings
After conducting the analysis with the use of statistical tools, an attempt has been made find out
both the positive and negative facts of the study
➢ 94.6 % of employees are aware and 5.4% of employees are unaware of performance
appraisal.
➢ 72.9% of employees are of the view that appraisal is done in the organization for the purpose
of promotions, 17.8 % opine for increments, and 8.5% for grant of award.
➢ Majority of the respondents are stated that ‘ranking method’ is followed in BSNL, whereas,
38 percent and 14 percent opine the evaluation of performance appraisal done by rating and
checklist method respectively
➢ 26.4% and 49.6 percent of the respondents are strongly agree and agree with the statement
that the ‘Performance appraisal system is useful for increasing job efficiency’. 14% disagreed
with the statement and 10 percent of the respondents are neutral in their opinion.
➢ 48.1% of employees are having full knowledge, 24% of employees having partial
knowledge, 22.5% of employees having manageable knowledge and 5.4% of employees are
unaware of criteria used for performance appraisal system.
➢ 79.1 % of employees are motivated by the performance appraisal system existing in BSNL,
whereas, 20.9% of employees are not motivating from the present Appraisal system.
➢ 57.4% of employees opines the performance appraisal system is excellent, 19.4% of
employees says it is average, 20.9% of employees opines, the overall system is satisfactory
and 2.3% of employees are dissatisfied.
➢ 64.3% of employees agree with the statement ‘Appraisal system helps the employee to reach
the goals set by the organization’ and 35.7% of employees do not agree.
➢ 64.3% of employees say that the reporting authority usually gives “Very Good” grading,
whereas, about 13 and 12 percent of the respondents opined that the controlling authority
usually grades “Good” and “Average entries only in the reports. Meager 10% of the
respondents opined the remarks in the appraisal reports by the reporting office may be
“Average”.
➢ 61.2% of employees said ‘Yes’, and 38.8% of employees said ‘No’ in respect of the
comparison of performance with other employee, while reviewing the appraisal report.
➢ 67.4% of employees are of the receiving the receipt of the copy of performance appraisal,
whereas, 32.6 % respondents says they did not receive the copy of the appraisal report
➢ 66.7% of respondents are of the opinion that the appraisal report entries may create
competitive environment in the work place, whereas, 43.3% of the respondents opines
appraisal reports have no contribution towards the competitive environment among the
employees at work place.
➢ 34.1% of respondents says there is information about the objectives of the appraisal, whereas,
65 percent of the respondents opine there is no information on the objectives of performance
appraisal.
➢ 30.2% of employees are says that they encountered problems in the appraisal system,
whereas, 69.2 percent of the respondents did not feel any problem in the present system of
appraisal. .
➢ 60.5% of respondents opine that the existing system of appraisal is sufficient in measuring
the employee performance, whereas 39.5 percent of respondents do not agree with it.

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➢ 59.7 percent of the respondents opine system is up to some extent able to identify the
strength and weakness. About 10 percent respondents opine it is reasonably means on an
average it appraisal system is able to identify the strengths and weaknesses of the employees
working in the organization.
➢ Majority (79%) of the respondents opine that there is no difference of opinion between the
reporting and reviewing authority in grading and weighing the performance of an employee,
whereas, 20 percent of the employees opine that reporting and reviewing authority may
differ in grading the employee performance.
➢ 52.7 percent of the respondents are of the opinion that they get prior intimation, when
adverse entries are going to be placed in the appraisal report, whereas 47.2 percent says prior
intimation may not be given.
➢ Results reveal that there is significant impact of gender of employees on their performance
appraisal useful to do better job. Since P-value 0.039<0.05, for the corresponding chi –square
value 8.377 that means male and female are differed significantly with respect to level of
performance appraisal is useful to do better job.
➢ Results reveal that there is significant impact of cadre of employees on their performance
appraisal useful to do better job. Since P-value 0.003<0.01, for the corresponding chi –square
value 13.747 that means male and female are differed significantly with respect to level of
performance appraisal to do better job.
➢ Results reveal that there is significant impact of gender of employees on their knowledge on
criteria used for performance appraisal. Since P-value 0.016<0.05, for the corresponding chi
–square value 10.348 that means male and female are differed significantly with respect to
level of knowledge on criteria used for performance appraisal .
➢ Results reveal that there is significant impact of gender of employees on their performance
appraisal useful to do better job. Since P-value 0.000<0.01, for the corresponding chi –square
value 21.155 that means male and female are differed significantly with respect to level of
overall opinion on performance appraisal .
➢ Results reveal that there is significant impact of gender of employees on their knowledge on
criteria used for performance appraisal. Since P-value 0.024<0.05, for the corresponding chi
–square value 9.421 that means male and female are differed significantly with respect to
level of strengths and weakness of the employee .

6. Suggestions
➢ The management has to take necessary steps for conducting the appraisal to the employees of
all cadres in time and encourage them by announcing rewards for their performance in the
organization. It helps to extract effective work from the employees.
➢ The job and role expected from the employees should be decided well in advance and that too
with the consensus with them.
➢ The time period for conducting the appraisal should be revised, so that the exercise becomes a
continuous phenomenon.
➢ The management should understand the needs of the employee and then provide training and
development programs on needed areas.
➢ BSNL should make an appeal to all the employees about the significance of Performance
Appraisal reports and the grading given therein. Management should make an effort to
educate and encourage the employees to work hard and honestly for the organization. Based
on the grading and entries made in the Appraisal reports, employees may felicitated with
some appreciation letters, cash rewards, recognition mementos etc as a token of identification
on their works

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7. Conclusion
The Survey has been under taken to study the employee performance and appraisal in the
organization. The study focused mostly on the attitude, quality and skills of the employees.
From the study it can be concluded that majority of the employees are fully satisfied with the
appraisal system in many aspects and little percentage of the employees are not satisfied with the
present system of performance appraisal. However, for the outstanding work contributors, as a
token of appreciation, for the past work and an encouragement and motivation for the future
works, management may propose to award and felicitate the employee by way of issuing
appreciation letters, mementos, cash rewards and felicitation in official functions and meetings,
besides giving outstanding grading in the performance appraisal reports. The organization
should take initiation to give much importance to the appraisal reports and encourage the
employees in order to extract useful and efficient work from them.

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