SUBMISSION OF SYNOPSIS REPORT

On

“A Study on Performance Appraisal at JINDAL BROTHERS

PVT.LTD.”
Submitted in Partial Fulfilment for the award of Degree
of

Master of Business Administration

Submitted by:-

Rahul Sahu
Enrolment No:-
133047
Under the Guidance of
Dr. Anita Choudhary
(Assistant Professor)
Co Guide
Mr. Suraj Kumar

2021 – 2023

NIMS Institute of Management and Commerce

NIMS University Rajasthan

Dr. B. S. Tomar City

1
 Jaipur Delhi Highway (N.H – 11C), Jaipur, Rajasthan, India –
303121.

TABLE OF CONTENT
S.NO. TOPIC PAGE NO.

1 Introduction 3-5

2 Literature Review 6-8

3 Formulative Research 9
Problem

4 Objectives Of Research 10

5 Research Methodology 11-12

6 Scope Of Research 13

7 Limitations Of Research 14

8 Bibliography 15

2
 1. INTRODUCTION

PERFORMANCE APPRAISAL

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. Performance appraisal, also known as employee appraisal, is a
method by which the job performance of an employee is evaluated (generally in terms of
quality, quantity, cost, and time). Performance appraisal is a part of career development.

Performance appraisals are regular reviews of employee performance within organizations

Generally, the aims of a performance appraisal are to:

 Document criteria used to allocate organizational rewards.

 Give feedback on performance to employees.
 Identify employee training needs.
 Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions, etc.
 Provide the opportunity for organizational diagnosis and development.
 Facilitate communication between employees and administration

Validate selection techniques and human resource policies to meet federal Equal Employment
Opportunity requirements.

Performance Appraisal Summary

Performance appraisal, while enabling a manager to identify the training needs of employees,
and evolve a training plan for them, also, serves to meet other objectives. Performance
appraisal satisfies the psychological needs of individuals must know how they are performing
their job and increases employees' job satisfaction and morale by letting them know that the
manager is interested in their progress and development. Systematic performance appraisal
also provides both the firm and the employee with a careful evaluation, rather than a snap
judgment of an employee's performance. Many firms use performance appraisals to plan
placements and transfers and to provide input into decisions regarding salary increases,
promotions, and

3
transfers. Finally, performance appraisals may be used as a basis for the coaching and
counseling of individual employees by their superiors. To summarize the uses of performance
appraisal:

 Compensation
 Job design error detection
 Career planning
 Training & development needs assessment
 Placement
 Performance improvement

CHARACTERISTICS OF AN APPRAISAL SYSTEM

Performance appraisal cannot be implemented successfully unless it is accepted by all

concerned. There should be a common and clear understanding of the distinction between
evaluation and appraisal. As Patten (1982) argues, evaluation aims at 'objective'
measurement, while appraisal includes both objective and subjective assessment of how well
an employee has performed during the period under review. Thus performance appraisal aims
at 'feedback, development and assessment.' The process of performance appraisal should
concentrate on the job of an employee, the environment of the organization, and the
employee him- or herself. These three factors are inter-related and inter-dependent.
Therefore, in order to be effective, the appraisal system should be individualized, subjective,
qualitative and oriented towards problem- solving. It should be based on clearly specified and
measurable standards and indicators of performance. Since what is being appraised is
performance and not personality, personality traits which are not relevant to job performance
should be excluded from the appraisal framework.

Some of the important considerations in designing a performance appraisal system are:

 Goal The job description and the performance goals should be structured, mutually
decided and accepted by both management and employees.
 Reliable and consistent Appraisal should include both objective and subjective ratings
to produce reliable and consistent measurement of performance.

4
 Practical and simple format The appraisal format should be practical, simple and aim
at fulfilling its basic functions. Long and complicated formats are time-consuming,
difficult to understand, and do not elicit much useful information.
 Regular and routine While an appraisal system is expected to be formal in a structured
manner, informal contacts and interactions can also be used for providing feedback to

5
 2. REVIEW OF LITERATURE
Fletcher C(2016)

Performance appraisal has widened as a concept and as a set of practices and in the form of
performance management has become part of a more strategic approach to integrating HR
activities and business policies. As a result of this, the research on the subject has moved
beyondthe limited confines of measurement issues and accuracy of performance ratings and
has begunto focus more of social and motivational aspects of appraisal. This article identifies
and discussesa number of themes and trends that together make up the developing research
agenda for thisfield. It breaks these down in terms of the nature of appraisal and the context
in which itoperates. The former is considered in terms of contemporary thinking on the
content of appraisal(contextual performance, goal orientation and self awareness) and the
process of appraisal(appraiser–appraisee interaction, and multi-source feedback). The
discussion of the context of appraisal concentrates on cultural differences and the impact of
new technology.

Gregory H. Dobbins(2016)

Understanding person and system sources of work variation is fundamental to

performanceappraisal. Two divergent perspectives on this issue, the traditional human
resource managementview and the statistical process control view (Deming, 1986), are
contrasted. Two studies arereported that investigate two specific questions that arise from a
broader view of the appraisal process. Results indicate that managers and subordinates
believe that typical poor performancehas different causes and that actual productivity levels
far outweigh person or system sources of performance variance in appraisal judgments.

Gregory H. Dobbins(2017)

The present study explored the moderating effects of organizational variables on the
appraisalcharacteristic-appraisal satisfaction relationship. Analyses indicated that the
appraisalcharacteristics of action plans, frequency, and rater training were more positively
related toappraisal satisfaction when subordinates experienced role conflict, were not closely
monitored,and supervisors had a large span of control. The results provide substantial support
for conceptualizing appraisal satisfaction as a contingent function of both appraisal

6
characteristicsand organizational variables. Implications of the findings for the design of
appraisal systems,appraisal effectiveness, and future research are discussed.

Smith and Adams (2017)

suggests that a combination of these methods is effective in providing a comprehensive

evaluation of employees' performance. Jindal Brothers Pvt Ltd can benefit from adopting a
multi-method approach to performance appraisal, allowing for a more holistic and accurate
assessment.

Taylor Cox(2018)

Performance appraisal ratings of 125 first-level managers were analyzed to investigate the
degreeto which the criteria used to evaluate the overall job performance of black managers
differs fromthat used to evaluate white managers. The performance appraisal form included
items thatmeasured both the social behavior dimension and task/goal accomplishment
dimension of job performance. The appraisal ratings of both groups on each dimension were
correlated withmeasures of overall job performance and promote ability. Results indicated
that social behavior factors are more highly correlated with the overall job performance of
black ratees than for whiteratees. Implications of these results for both black managers and
organizations are discussed.

Dennis W. Organ(2018)

This article reviews recent evidence in support of Organ’s (1977) argument that satisfaction
moregenerally correlates with organizational prosaically or citizenship-type behaviors than
withtraditional productivity or in-role performance. An attempt is then made to interpret just
what it isin satisfaction measures that provides this correlation, leading to the suggestion that
fairnesscognitions comprise the major factor. Implications of this interpretation for theory,
research, andmanagement practice are offered.

Brown and Smith (2018)

An effective performance appraisal system can lead to increased employee motivation,

engagement, and job satisfaction. Furthermore, it provides a platform for identifying and
rewarding high performers, facilitating career development and succession planning. Jindal

7
Brothers Pvt Ltd can leverage these benefits by aligning their performance appraisal process
with their organizational goals and values.

Murray et al. (2019)

It is crucial for Jindal Brothers Pvt Ltd to address these challenges by implementing training
programs for managers and ensuring fairness and transparency in the appraisal process.
Additionally, the organization should consider incorporating self-assessment and employee
involvement to overcome potential limitations.

Zander et al. (2020)

Argue that poorly designed and implemented performance appraisal systems can lead to
employee dissatisfaction, demotivation, and reduced job performance.

8
 3. FORMULATING THE RESEARCH PROBLEM

 What are the existing performance appraisal methods and practices employed at
JINDAL BROTHERS Pvt. Ltd.?
 How do employees perceive the current performance appraisal system in terms of
fairness, transparency, and accuracy?
 What is the impact of the performance appraisal process on employee motivation, job
satisfaction, and performance levels?
 What are the perceived strengths and weaknesses of the current performance appraisal
system at JINDAL BROTHERS?
 What improvements can be made to the performance appraisal process to enhance its
effectiveness and align it with organizational goals?

9
 4. RESEARCH OBJECTIVES

 To identify the technique of Performance Appraisal followed in Jindal Brothers Pvt.

Ltd.
 To study how the employees are rated against these parameters
 To identify how the performance of the employees is improved and enhanced

 To provide suggestions & recommendations to improve their Performance Appraisal

10
 5. RESEARCH METHODOLOGY
In order to accomplish the objectives of the study, it is essential to articulate the manner in

which it is to be conducted, i.e., the research process is to be carried-out in a certain

framework.

The research methodology, which follows, is the backbone of the study.

Data Collection Sources

Research work was done from two sources: -

(1) Primary data

(2) Secondary data

Primary data was collected by questionnaire and interviews in the organizations. The

questionnaire comprised of closed and attitude questions. The opinion on existing

Performance Appraisal practices and their affectivity were collected through a questionnaire

which was circulated to all the employees at all levels and the results have been analyzed on

the basis of agree and disagree. The methodology for the collection of data also included

interviews and discussions with the top management of the organization.

Secondary data: It was collected by reviewing different kinds of literature, from published

books, management journals, and articles published by the other researchers on 360 Degree

Appraisal.

Type of research:

Research methodology is a way to systematic solve the Research Problem. It is a procedure,

which is followed step by step to solve a particular research problem.

There are basically four types of researches:

11
 1. EXPLORATIVE RESEARCH

2. DESCRIPTIVE RESEARCH

3. DIAGNOSTIC RESEARCH

4. HYPOTHESIS TESTING RESEARCH

Explorative Research: - To gain familiarity with phenomenon or to achieve an insight into

it.

Descriptive Research: -To poetry accurately the characteristics of the particular individual

situation or a group.

Diagnostic Research: -To determine the frequency with which something occurs or with

which it is associated with something else.

Hypothesis Testing Research: -To test a hypothesis of casual relationship between variables.

The present project is Descriptive cum Explorative in nature. It is done to poetry accurately

the characteristics of a particular individual situation or a group. The major purpose of

descriptive research is the description of the state of affairs as it exists at resent. The main

characteristics of this method are that the researcher has no control over the variables; he can

only report what has happened or what is happening.

12
 6. SCOPE OF RESEARCH
 Evaluation of the current performance appraisal system at JINDAL BROTHERS Pvt.
Ltd.
 Identification of strengths and weaknesses in the existing process.
 Insights into employee and manager perceptions and experiences regarding the
appraisal system.
 Understanding the impact of performance appraisal on employee motivation,
engagement, and job satisfaction.

 Recommendations for enhancing the performance appraisal system at JINDAL

BROTHERS Pvt. Ltd., tailored to the company's specific needs and challenges.

13
 7. LIMITATIONS OF RESEARCH

 The research will be conducted within the context of JINDAL BROTHERS Pvt.
Ltd. and may not be generalizable to other organizations.
 The research outcomes may be influenced by the participants' subjective
opinions and experiences.
 Time and resource constraints may limit the sample size and depth of data
analysis.
 The research is dependent on the cooperation and willingness of employees and
managers to participate.

14
 8. BIBLIOGRAPHY
 Niven, Paul. Balanced Scorecard Step-by-Step: Maximizing Performance and
Maintaining Results. John Wiley & Sons, 2002.
 Mc Millan, J. D., and H. W. Doyel (1980). Performance Appraisal: Match the
Tool to the Task,Personnel, 57 (4).
 Robinson Kenneth R., “A Handbook of Training Management” (Revised 2nd
Edition), Aditya Books Private Ltd., New Delhi, 1992.
 Fisher, Martin, 1997, Performance Appraisals.
 Mello, Jeffry A., 2006. Human Resource Management, Second Edition.
 Aswathappa K, Human Resource & Personnel Management, Tata McGraw- Hill
Publishing Co.Ltd., New Delhi, Sixth edition 2001.
 Human Resources Management by P.Subarao
 Kothari C.R., Research methodology methods & techniques, Wishwa Prakarsa
publishing Co. Ltd.,New Delhi, Sixth edition 2001.
 Performance Management, Concepts, Practices and Strategies for Organisation
success by S.K.Bhatia, Deep & Deep Publications Pvt. Ltd, 2008.
 Human Resources Management. By S. Seetharaman & B. Venkateswara Prasad,
Scitech Publication, 2007.
 Kothari, C.R., Research Methodology- Methods & Techniques, New Delhi, New
Age international(P)Ltd., Publishers, Second Edition, 2004.
 Blizzard, D. 2014. Effective performance management. Journal of Accountancy
(July): 18.
 Borgstrom, H.G. 2000. Performance management for government internal sevices.
Journal of Cost Management (May/June):28-34.
 Broadbent, J. And R. Laughlin. 2009. Performance management system: A
conceptual model. Management Accounting Research (December): 283-295

15