A Study on

"PERFORMANCE APPRAISAL
SYSTEM"

With reference to

DELTA PAPER MILLS LIMITED VENDRA

A project report submitted to the Department of Management
in

Partial fulfillment for the Award of the Degree of

Master of Business Administration

Submitted by
Akshay Gupta

Shambhunath Institute Of Engineering

&Technology,Allahabad

Under the Guidance of

Mr.Virendra Mishra
(Faculty Member,M.B.A. Programme)
 DECLARATION

I hereby declare that this submission is our own work and that, to the best

of our knowledge and belief, it contains no material previously published or

written by another person nor material which to a substantial extent has

been accepted for the award of any other degree or diploma of the university

or other institute of higher learning, except where due acknowledgment has

been made in the text.

Name :- Akshay Gupta

Roll No. :- 1616270040

CERTIFICATE

ABSTRACT
The topic selected for the study is “PERFORMANCE APPRAISAL”. The main

theme of the project is the analysis and interpretation of practices of the

employees using Human Resources as a tool.

It is prepared to know whether the company is preparing well or not;

performance of the company and about its competitiveness by the analysis

and interpretation of Recruitment and Selection Process

ACKNOWLEDGEMENT

On the moving wheels of life, occasion comes, but rarely in life. An occasion came to write

a summer internship project report on “Performance Appraisal,Delta Paper Mills”.

It was pleasure moment working with this Company.

I am thankful to Mr. Puspendra Singh(HR) who not only allotted a project to me but also

gave proper guidance from time to time.

I am also thankful to Mr.Rajat Sir of the staff of the Delta Paper Mills, Vishakhapatnam.

Akshay Gupta

MBA 3rd semester (2nd year)

SIET, Jhalwa Allahabhad

 TABLE OF CONTENTS(page no. to be edited)

Declaration 2

Certificate 3

Abstract 4

Acknowledgements 5

CHAPTER 1 :

1. INTRODUCTION

2. NEED FOR THE STUDY

3. IMPORTANCE OF THE STUDY

4. OBJECTIVES OF THE STUDY

5. METHODOLOGY

6. LIMITATIONS

CHAPTER 2 :

INDUSTRIAL PROFILE

CHAPTER 3 :

COMPANY PROFILE
CHAPTER 4 :

CONCEPT OF PERFORMANCE APPRAISAL SYSTEM

CHAPTER 5 :

DATA ANALYSIS AND INTERPRETATION

CHAPTER 6 :

FINDINGS AND SUGGESTIONS

CONCLUSION

BIBLIOGRAPHY

ANNEXURES
INTRODUCTION
 Human Resources Management

Human Resource Management (HRM) is the function within an

organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization.
Human Resource Management can also be performed by line
managers.

Human Resource Management is the organizational function that

deals with issues related to people such as compensation, hiring,
performance management ,organization development, safety, wellness
,benefits, employee ,motivation, communication, administration, and
training.

Human resource management (HRM) is the strategic and coherent

approach to the management of an organization's most valued assets -
the people working there who individually and collectively contribute
to the achievement of the objectives of the business.

The terms "human resource management" and "human resources"

(HR) have largely replaced the term " personnel management" as a
description of the processes involved in managing people
in organizations.

In simple words, HRM means employing people ,developing their

capacities, utilizing, maintaining and compensating their services in
tune with the job and organizational requirement.
 Human Resources Development

Human Resource Development (HRD) is the framework for helping

employees develops their personal and organizational skills,
knowledge and abilities. Human Resource Development includes
such opportunities as employee training, employee career
development, performance management and development, coaching
,mentoring ,guiding, key employee identification, assistance and
organization development.

The focus of all aspects of Human Resource Development is on

developing the most superior workforce so that the organization and
individual employees can accomplish their work goals in service to
customers.

Human Resource Development can be formal such as in classroom

training, a college course, or an organizational planned change effort.
Or, Human Resource Development can be informal as in employee
coaching by a manager. Healthy organizations believe in Human
Resource Development and cover all of these bases.

Performance Appraisal system

Performance appraisal refers to all the formal procedures used to evaluate a

nindividual, his contributions and potential. In other words, it is to plan and

measure the performance of an individual in terms of the requirement of the

job or it is a process of finding out how effective the organization has been at

hiring and placing an employee.

Performance appraisal is a formal system of review and evaluation of

individual or team task performance. While evaluation of team performance

is critical when teams exist in an organization, the focus of performance

appraisal in most firms remains on the individual employees. Regardless of

the emphasis, an effective appraisal evaluates accomplishments and initiates

plans for development, goals and objectives.

Company
The Delta Paper Mills Limited was established as a public limited

company on 23rd may 1975. Late Sri BH.Vijay Kumar Raju and

Andhra Pradesh Industrial development corporation (APIDC) on

18th September 1975 promoted the Delta Paper Mills Limited;

the company started its commercial production on 7th April 1977.

In 1978 the initial production capacity was 30 tones per day. In 1986,

Delta paper mills Limited under took an expansion project to double

its capacity to 60 tones per day. Now the capacity of the plant is 115

tones per day.

NEED FOR THE STUDY

Appraising the performance of individuals, groups and organizations
is a common practice of all societies. While in some instances these
appraisal processes are structured and formally sanctioned, in other
instances they are an informal and integral part of daily activities.
Consciously of unconsciously evaluate our own actions from time to
time. In social interactions, performance is conducted a systematic
and planned manner to achieve widespread popularity in recent years.
Performance appraisal is essential to understand and improve the
employee's performance through HRD. In fact, performance appraisal
is the basis fore HRD. It was viewed performance appraisal was
useful to decide upon employee promotion / transfer salary
determination and the like. But the recent developments in human
resources management indicate that performance appraisal is the basis
for employee development .Performance appraisal indicates the level
of desired performance level, level of actual performance and the gap
between these two. This gap should be bridged through human
resources development techniques like training executive
development etc.
According to the past survey it was noticed that the performance
appraisal system in this company was not up to the mark. Hence there
would be scope for giving few suggestions as per my knowledge to
improve the performance appraisal system which was quite essential
for the better performance of the employees.

IMPORTANCE OF THE STUDY

Performance appraisals provide employees and managers
with opportunities todiscuss areas in which employees excel
and those in which employees need improvement. Performance
appraisals should be conducted on a regular basis, and they need not
be directly attached to promotion opportunities.

Personal Attention :
During a performance appraisal review, a supervisor and an
employee discuss the employee's strengths and weaknesses. This
gives the employee individual face time with the supervisor and a
chance to address personal concerns.

Feedback :
Employees need to know when their job duties are being fulfilled and
when there are issues with their work performance. Managers
should schedule this communication on a regular basis.

Career Path :
Performance appraisals allow employees and supervisors to discuss
goals that must be to advance within the company. This can
include identifying skills that must be acquired, areas in which
one must improve and educational courses that must be completed.

Employee Accountability :
When employees know there will be regularly scheduled evaluations,
they realize that they are accountable for their job performance.

Communicate Divisional and Company Goals :

Besides communicating employees' individual goals, employee
appraisals provide the opportunity for managers to explain
organizational goals and the ways in which employee scan participate
in the achievement of those goals.

OBJECTIVES OF THE STUDY

 To study the need and importance of “Performance Appraisal”.

 To portray the profile of “Delta Paper Mills”.

 To study the performance appraisal implementation in delta paper

mills.

 To make data analysis and interpretation based on the perception of

the employee in the organization.

 To summarize and find certain suggestions for the impotent of

Performance Appraisal system in the company.

METHODLOGY OF THE STUDY

After the objective of the study has clearly stated, the next step
in formal research project is to determine the source from
which the data is required to be collected. The data collection is
an interesting aspect of the study achieving data effectively the
information consists of two types of data. The diagram is as follows:

Data collections:

a)Primary data:
The primary data are those, which are collected freshly and for the
first time, from the employees directly. It is collected through the
following methods.
1.Questionnaire: A structure of questionnaire was prepared and
distributed among the employees & workers.
2.Interview: Personal interviews and interaction with the
employees and contractor labour.
3.Observation: By observing the working environment.

b)Secondary data:
The secondary data are those which have already been collected by
someone else which have been passed through statistical process.
Sources of secondary data can be categorized into two broad
categories named published and unpublished statistics. Various
sources are available namely books, synergies monthly
(Chakaravahini) books etc. and also collected from various files,
records and synergies casting Ltd.

 Size:
A sample of 40 employees has been selected .Although it looks to be
a small sample keeping in view the large number of employees it
has to be limited because of time constraint(8 weeks).Even then
the sample size is not considered to be small. It is enough to
draw conclusions.
 Type:
Since employees from all levels (strata) namely the top level,
the middle level, and the lower level are bound to experience
stress, the sample has to include employees from all levels.
Stratified random sampling technique was selected while
preparingq u e s t i o n n a i r e a s t h i s w a s t h e o n l y t e c h n i q u e t
h a t h e l p e d t o d r a w c o n c l u s i o n s accurately.

LIMITATIONS OF THE STUDY

As the study revolves around the performance appraisal of

human resources aspects the overall organization performance
cannot be ascertained. In spite of giving honest and sincere
efforts there are several limitations, which are as follows:

 The period of study is only for about 2months, which is a major

constraint.

 The perception bias or attitude of the respondents may also act as

hurdles to the study.

 The study is only confined to performance appraisal.

 The study cannot be oriented with all HRM practices followed by

 DELTA PAPER MILLS Ltd. because of the paucity of time
requirements.

 The sample size taken for the research is small due to the
constraint of time.

CHAPTERIZATION

 The first chapter deals with introduction to the topic and to the
company and it also consists of Need for the study, Objectives of
the study, Methodology, and Limitations.

 The second chapter consists about the organization profile and

about the company profile of DELTA PAPER MILLS.LTD,
VENDRA.

 The third chapter consists of Theoretical frame work of PERFO

RMANCE APPRAISAL SYSTEM.

 The fourth chapter consists of Analysis and Interpretation of the

study.

 The fifth chapter consists of Summary, Findings, and Suggestion

INDUSTRY PROFILE
Development of Paper:

Etymologically the word “paper” owes its origin to “Papyrus”

(cypress Papyrus), a plant that grew in abundance in the delta of
Egypt. The barks and leaves of this plant were woven and pressed into
a sheer to be used as writing material by ancient
Egyptians(3000BC).There is a degree of consensus that the art of
making paper was first discovered in China and its origin in that
country is traced back to 2ndCentury. In about 105 A.D. T’saiLun,an
official attached to imperial court of China, created a sheet of paper
using Mulberry and other best fibers along with fishnets, old rags and
hemp waste.(2nd Century B/C)Chinese considered paper a key
invention and kept this a closely guarded secret for over five centuries
until the technology slowly made it way westward. Chinese city
containing a paper mill in the early 700’s and from this started their
own paper making industry (Early 700’s).
Note: -
Arabs named paper as “KAGAZ” a name that continues to remain
prevalent in India invention of printing I 1450’s brought a vastly
increased demand for paper. Paper was first made in England in 1496.
The first U.S. Mill was built in 1690, the written house mill, Germany
town, Pennsylvania.

Development of Paper Machine:

1801:

Development of paper machine was led by the two four Drinier

Brothers, Henry and seau, who in 1801, about 1/3 interest in the
British patent rights of Roberts machine. They hired Bryan Donkin
who took three years to develop first practical paper machine, which
was in operation at two water mill, Hertz, England in 1804. Don kin’s
company continued to manufacture and improve the four-Drinier
machine for many years. His company supplied most of the early
four-Drinier machines 9throughout the world.

1809:
At about the same time John Dickinson, a colleague and friend of
Donkin, was working on his cylinder machine, which was refined by
1908. Infect both Dickinson and Donkin contributed important idea to
each of these machines:
1825:
The two brothers John and Christopher Philips of Kent country
patented the Dandy rollin 1825.
1826:
M.Canson of Annonay, France put a suction box under the wire of his
four Drinier machine in 1826, as had already been on cylinder
machine, but on cylinder machine, but kept this as a secret With the
invention of paper machine, the amount of paper that could be
produced was soon limited by the fibre supply since cotton was the
main constituent of paper.
Mid 19th Century:
During the mid 19thCentury the technology for converting wood into
pulp was developed, with a plentiful supply of pulp available the
amount of paper production was then closely related to improvements
in paper machine speed. Thus availability of writing material as
always gone hand in hand with the development of the society.

Development of Paper Industry In India:

The art of making paper reached in India though Arabs who initially
learnt it from Chinese prisoners when they raided parts of china.
Some Indian Muslims might have also learnt it directly when they
visited Mongolia.
1809:

The art of making paper was kept a fairly guarded secret by few
families that initially learn it. These papermaking families were
known as “KAGZIS”. These kagz is were largely settled in Punjab
and Kashmir and flourished under the patronage of Moguls Empire
.The adoption of the art of papermaking could not be widespread in
India because Hindus, which constituted a large majority of
population, did not like handling of rags and other materials essentials
to paper making.

Paper forms basic material for written communication. The need for
paper was felt because human capability to memories the
accumulating wealth of information and knowledge was limited. The
limitation was over come by early Aryans settled in north India by the
use of “TamraPatra”(Copper plates), Talapatra etc., At the need for
writing surface increased in India, attention was paid to master the
techniques of putting metals such as lead, copper and bronze to
increased use in this regard. The records suggest that before the
advent of machine made paper a sizeable handmade paper industry
flourished in India. Paper was observed to be in common use almost
all over India at the close of Akbar’s region.

Paper Classification and Uses:

According to the use of paper it may be broadly classified into two

categories.1.The products, which are used for writing and printing,
wrapping, packaging.2.The products, which are comparatively thicker
and stiffer for the purpose of packing ,decorating etc. this paper called
as board.
Writing Paper:
Writing paper is a general trade term used to indicate all papers
intended to be written upon. The quality requirements for such kind of
papers are hard size, smooth finish and low transparency.

The art of making paper was kept a fairly guarded secret by few
families that initially.

Example:-
Cream wove, Cream laid, Azure laid etc.
Use:-
For such tools as exercise books, account books, Loose-leaf binders,
registers ,letterheads and office forms.

Printing Paper:

It is a comprehensive tem used by printers for the innumerable

varieties of paper suitability for many process of production. In
general a printing paper should be a goodshade, migrate size and
opaque.
Examples:-
Maplitho, Offset, Parchment, Photocopier etc.

Wrapping Paper:

The basic requirement of wrapping paper as that it should be able to

fulfill its task of wrapping, to contain and protect. Therefore essential
requirement of this paper is its strength.
Example:-
Poster, Tea yellow, Manila etc
Packaging Paper:

This category of paper includes Kraft Paper, Linear, media etc. The
basic purpose of this paper is to pack various commodities.

Specialty Paper:

This paper is specialized to serve a particular purpose. Some of the

specialty papers include Bond paper, MICR, Electrical, Greaseproof,
Tissue, Cigarette Paper, etc.

Board:

It is a general term for stiff and thick papers of 200 GSM and above.
Some of the paperboards include strawboards, millboard, duplex,
triplex, etc.

Example:-
Cream wove, Cream laid, Azure laid etc.

Sickness of the Small Paper Units:

Though there are large numbers of small paper units, many of them
are facing the problems of sickness such as absence official recovery
plant, absence of effluent treatment facilities etc .Because of these
problems small paper mill find it difficult to the produce quality paper
at low cost. On the other hand, large paper mills have better
equipment and have competitive advantage over small unit. As a
result small paper units unable to compete with larger units.

The sickness of small paper mills were mainly due to:

 High cost of production and low rate of return.

 Severe competition in this industry.

 Ultimate increase in cost but stagnant price of paper and

paperboard.

 High rate of interest of loans from financial institutions.

 Increasing if electricity and water charges.

 Non-availability of raw materials in production time.

 Non-availability of coal in required quality and quantity.

 Cluster of mills in particular region, which resulted in demand of

raw materials.

Success Factor for the Indian Paper Industry:

The success for the Indian paper industry in the medium and long
term will be:

 Access to quality and competitive fibre.

 Modern technology for improved product quality.

 Improved cost competitiveness to meet International competition.

 More focused business and product mix approach, emphasizing the

core strength of each approach.

Sickness of the Small Paper Units:

Working with along the above lines would pre-conceive plenty of
joint effort with in the paper industry itself, between the industry and
the Government as well as between the industry and its financiers.

Outlook for the Indian Paper Industry:

The Paper Industry is observed to be in the down turn cycle and the
realization is already under severe pressure. Further, the industry is
YEAR CULTURE INDUSTRIAL TOTAL
PAPER PAPER

likely to face stiff competition from the overseas suppliers too

considering the cheaper products being already imported by may
other segments. While the growth in paper consumption is moderate
at the level of approximately 3 to4 %, it is not going up in consonance
with the demand growth in other sectors like information technology
etc. Moreover, the treats of cheaper imports make it imperative that
the Indian companies will have to strive hard to strive hard to improve
the quality and productivity and become cost effective with a view to
combat competition from imports.
 1995-96 1.32 1.54 2.86
1996-97 1.39 1.64 3.03
2000-01 1.68 2.11 3.79
2001-02 2.00 2.50 4.50
2002-03 2.75 3.25 6.00
2003-04 3.20 3.90 7.10
2004-05 4.00 4.50 8.50
2005-06 4.75 5.50 9.50
2006-07 5.00 5.75 0.75

DEAMED FOR PAPER & PAPER BOARD

IN INDIA

Working with along the above lines would pre-conceive plenty of

joint effort with in:

A finish consultancy firm, in its recent study of world market for

paper and Board has forecast the growth in capita consumption and
demand for paper and paperboard in India, as shown in the following
table.

DEMAND FORECASTE FOR PAPER AND

BOARD IN INDIA
 1993 2000 2005 2011
Population(million) 01.46 102.36 111.03 119.32
Per Capita 3.20 4040 5.20 6.20
Consumption(kg)
Paper and Board 2.92 4.50 5.80 7.35
Demand
(Million Tones)

DEMAND SUPPLY SCENARIO FOR

PAPER &PAPER BOARD
(MILLIONTONES)BOARD IN INDIA

YEAR
NEWSPAPER P
&w
INDUSTRIAL
PAPERS
Demand as of 0.69 1.24 1.33
1995
Demand by 2000 0.01 1.95 1.74
Demand by 2005 0.99 2.45 2.36
Production in 0.40 1.27 1.33
1995
Additional 0.51 0.86 0.52
Capacity
Build up
required by 2000
Additional 0.74 1.48 1.29
capacity
Build up
required by 2005
Stages of
implementation
Additional 0.49 0.84 0.77
capacity
The price paper increased gradually during the period 1992- 1996
was as in 1997 itis decreased:

Major players Capacity in TPA Product Mix

AP Papers mills 1,53,500 Cream wove,Maplitho Kraft

Ballarpur Industries 1,98,368 Maplitho , Cream Wove,
Bond,Others
Hindustan Paper 2,00,000 Cream Wove
Corp.
ITC Bhadrachalam 3,00,000 Duplex board,Maplitho, Kraft
JK Corp. 75,500 Maplitho,Bond,board,Security
paper
Orient paper & 1,61,000 Cream Wove,Kraft,Maplitho,
industries duplex

Sinar Mas 1,10,000 Coated Writing,and Printing

Paper
West Coast Paper 1,19,750 Cream Wove, Maplitho,
Mills Kraft,MG pos

PAPER PRODUCTION OF TOP TEN

COUNTRIES

COUNTRY PAPER NBOARD

PRODUCTION
USA 80,000,000

CANADA 19,000,000

JAPAN 29,000,000
CHINA 19,000,000

GERMANY 14,200,000

FINLAND 9,200,000

SWEDAN 8,400,000

FRANCE 7,600,000

ITALY 6,600,000

UNITED KINGDOM 5,200,000

INDIA 3,500,000

COMPANY PROFILE

Introduction:

The DELTA PAPER Mills Ltd., Located at VENDRA village near

BHIMAVARAM of WEST GODAVARI Dist in A.P is one of the
and at the same time most modern paper units in the Country today.

The mill initially started 1975 by SRI B.H VIJAYA KUMAR RAJU
guru and had tone into commercial production in 1978The Krishna,
Godavari delta known as the rice- bowl of Indian and more
particularly W.G.Dist comes under the well known networks of canal
from the Godavari Anacut. Almost all parts of the district have wet
land. Cultivation with to paddy, crops per year since paddy straw can
be used to the 60% of the total raw material of delta paper mills and
as it also is the most economical of all the available inputs, one could
not have asked suitable location .Other raw materials such as gunny
waste , cotton lintels and waste paper are
producedeasily from Rajahmundry, Vizag, Eluru, Vijayawada and Hy
derabad in A.P. Since thecompany as well connected by broad gauge
railway lines, the factory as not in the past experienced any problem
in producing these raw material Coal needed boil the pulp solution is
obtained from the nearly singarni coal mines
which situated A.P. itself. The ladand other chemicals need in water p
urification are available with coal mines, which are situated about 200
km from the site. Fortunately, the factory is situated in the proximity
of the electrolytic castic-soda and chlorine plant of theAndhra sugars
limited, Kovvur which is hardly 60 k.m from the plant bournt lime
could be produced from pidiguralla of dronchalam lime store belt in
A.P. However Udaipur in Rajastan is the only source of Talcum
powder which is another chemical required for any paper –plant.

The Delta Paper Mills Limited was established as a public limited

company on 23rdMay 1975. Late Sri BH.Vijay Kumar Raju and
Andhra Pradesh Industrial developmentcorporation (APIDC) on 18th
September 1975 promoted the Delta Paper Mills Limited; the
company started its commercial production on 7 thApril 1977.

The plant is located at Vendra, a village of Palakoderu mandal, in

Andhra Pradesh.
The following reasons will explain for selecting the location :

For bringing reputation to the native place of the founder.

•For creating employment to the rural youth.
The availability of raw material is surrounding areas, water facilities,
drainage for disposal of effluents and its proximity to the broad gage
railway line connecting Chennai and Kolkata.

•The companies' main activity is to produce all varieties writing and

printing paper. It is mainly an agro-based industry. Its main raw
material is paddy straw.

In 1976 ICICI along with IDBI, IFCI, LIC and UTI assisted the
company for selling up the product DELTA PAPER MILLS
LIMITED commissioned the paper machine for commercial
production from July 1978 and pulp mill by November 1973. It
earned its profits in the second and third year of operations.

Around 2000 families are getting their lively hood from this industry
besides; ill farmers in and around the Vendra village are benefited
from selling their paddy raw to the company.

Objectives of the Company

 To carry on the business of manufacturing and dealing in all kinds

and classes of paper.
 To manufacturing and deal in all material and substances used in
the manufacturing production of treatment of all kinds and classes
of paper.
 To buy, sell, import, process chemically or otherwise treat and to
work out for special purpose of all kinds and classes of paper.•To
plant, cultivate, produce, raise, manufacture, purchase, sell, export
or otherwise handle or deal in grass timbered, bamboo, straw to
other forest products.
 To buy, sell, import, process chemically or otherwise treat and to
workout for special purpose of all kinds and classes of paper.•To
plant, cultivate, produce, raise, manufacture, purchase, sell, export
or otherwise handle or deal in grass timbered, bamboo, straw to
other forest products.

Types of the products of the company

1.Cream wove: This type of paper is used for typing notebooks and
for government etc;
2.Azur laid: This type of paper is used for making charts, cards etc.

3. Azur wove: This type of paper is used for making office work,
used usually for roughwork.
4.Duplicating paper: This type of paper is used for stencil work
cyclostyling etc., it isused very much for rough
works,colorpaper, vouchersetc.
,5.Colour wove: This type of is used for packing bundles, packing and
covers manufacturing.
6.Sack Kraft:This type of paper is used
forpacking bundles, packing and covers manufacturing.
7.Delta Hasthi: Brand name of the books this type of paper is used for
note books.

Types of the products of the company

Analysis and location of the company:

The company is situated at Vendra, 8km from Bhimavaram, West
Godavarithat some under the well-known Krishna Godavari Delta
known as rice bowl of India. The company's main raw materials are
paddy straw, which is available in huge quantities in thisarea. The
other raw materials such as gunny waste, cotton linters and waste
paper are procured easily from Rajahmundry, Visakhapatnam, Eluru,
Vijayawada and Hyderabad in Andhra Pradesh.

Capacity:

In 1978 the initial production capacity was 30 tones per day. In 1986,
Delta paper mills Limited under took an expansion project to double
its capacity to 60 tones per day. Now the capacity of the plant is 115
tones per day.

Nature of Activity:

Delta paper Mills Limited specialties in making paper alone, and

produce primarily only three types of paper.

1.Printing
2.Writing
3.Craft paper.

Raw Materials:

The following type of raw materials is used in manufacturing the

paper in this company are:

1.Paddy Straw
2.Waste paper
3.Cotton linters
4.Reg pulp
5.Wood pulp
6.Bagasse & Chikusa
7.Gunny & Jute waste
8.Bleaching pulp
9.Hosiery cutting pulp and others

Coal:

Coal, which is essential to boil pulp solution, is obtained from

sniggering calmness ,which is in AP tiles.

Water facility:

The Delta paper Mills plant requires 30 million gallons of water per
day, and that upto 60 million after expansion of the plant. The water
supply for the plant is obtained form Godavari canal system.

The company was permitted to dispose of its effluents into Godavari

river drains ,which flows, by the plant.

Electricity Facility:

The Andhra Pradesh state Electricity Board (APSEB) agrees to

supply, required power to the plant and 2500KW, line was laid down
from Nidadavole electric substation.

Gas and fuel:

Delta paper Mills Limited is the first paper mill in South India to
utilize the natural gasses as fuel, which is supplied by ONGC

Transportation:
The factory has both rail and road transportation facility. Apart form
these navigable canal system aids economical transport of paddy
straw and other raw materials form all sides. So it is better place to
install the paper mill which is mainly based on agricultural raw
material.

The Delta Paper Mills limited enterprise is broadly divided into

two parts:

1.Mills
2.Administration

Mills part divided into 10 parts:

1.Production.
2.Electrical.
3.Mechanical
.4.Paper machine.
5.Utilities.
6.Stores.
7.Quantity.
8. Personnel.
9. Co-ordinate.
10. Finishing house and paper go down.

The administration part is divided into 4 divisions:

1.Administration
2. Accounts.
3. Marketing
4. Purchasing.
The factory part is kept under the control of a DEPUTY MANAGER
for works, to his absence it is under the control of the in charge
President of the factory (or) the factory Chief Executive. The
administration part is kept under control of the
Executive(Administration), in case of this absence it is under the
control of Managing Director.

Employment :

(AS ON 1 JANUARY 2006)

Dedicated and committed team of about 2376 employees mans the

company.
Officers ------ 38
Staff ------156
Workers ------571

Workers 5 grades:
E, F, G, H, I, J
Un Semi Skilled (E)------ 253
Semi Skilled (F)------ 2
Semi Skilled (G)------ 4
Skilled (H)------ 1
Skilled (I)------ 60
Semi Skilled (E)------ 253

Total 57

Personnel Philosophy of Management:

Delta Paper Mill is professionally managed result oriented company.

The personal or with outstanding experience in paper manufacturing
and other major industries with proven track record in their respective
professions with outmost dedication to achieve the company’s
objective.

The company adopted modern management philosophy and believes

in human resources development as a pre-requisite for optional
growth of the organization.

To the growth and development of the employees opportunities are

provided to improve their performance and professional competence
by appropriate exposure to nee based training and development
programs.

Welfare, sports and recreation facilities are provided to the employees

in best traditions of the organization. The plant provides direct
employment to around 3000 persons. The trust of the policies of
directed towards the adoption of appropriate systems of management
for providing security to share holders, speed in decision making,
service to the customer and success of the employees exposes in the
achievement of companies objectives.

Environment Policy :

Delta paper Mills shall continue to pursue the policy of modifying and
up grading the existing technologies and processes. Implementing
eco-friendly measures for minimizing waste generation, resource
conservation and prevention of pollution of contribute to wars
environmental improvement.

Reduction in Water Consumption :

With the commitment of the employees and the support of the
management towards energy conservation, continuous In-house R&D
and energy conservation cell studies, the company is able to
substantially reduce the water consumption

Paper Making Process:

The manufacture different type of writing printing, packaging papers

and Boards using Sulphate process. The principal raw materials

are Bamboo and wood. The Bamboo and wood are chipped in
chippers and coved to chip silos. From the chip silos, the chip are fed
to batch digesters with cooking, the pulp that comes out of the diggers
is unbleached pulp and then passed through pulp Knitters to remove
Knots and then passed through four stagecounter current washer for
screening the foreign matters and separating the spend liquor is
collected in big storage tanks from where it goes to soda recovery for
converting into white liquor for use cooking chemical in diggers.

The unbleached pulp fitter through screening to separate out the

foreign materials is processed in bleaching plant to make it white for
manufacturer of white/color paper. The pulps bleached in three stages
consisting of chlorination. Cause extraction and hypochlorite in
Bleach Plant No.2 and in addition chlorine Dioxide Bleaching is
taking place in Bleach plant no.03 as per requirement.

The bleached and unbleached pulp are send to stock preparation

section, where the same is suitably refined to impart strength to the
paper to be produced and suitable chemicals/dyes are added to give
desirable chemicals generally used are Talcum, Alum, Rosin clay,
Whitening agent. Various dyes for tinting & colorings.
The wet web of paper is taken passed through roller presses with
Woolen /Synthetic felts acting as cushion between the set paper and
rolls. The function of the press is to extract future water as far as
possible from the wed paper sheet and impart the required texture and
when the paper comes out of the press it contains around in series to
give dry paper.

The sheet is then passed through highly polished rolls stacked one
over the other. This process of calendaring imparts smooth finish to
the paper. Then the paper sheet is wound around rotating shaft and
rolls of paper are built up. These rolls converted into sheets on sheet
cutters to meet the sheet orders. The rewound small reels and bundles
of reams are packed with Hessian/HDPE cloth and transferred to go
down for dispatch to customers.

At corporate level, the Vice President (Finance) executes the overall

responsibility for finance activities Viz., Management of Budgetary
Activities, Electronic Media Data Control and through the respective
Managers.

At corporate level, the Vice President (Commercial) executes the

overall responsibility for Marketing activities and contract reviews,
Marketing Co-ordination ,Conversion activities put side the works.

At Factory level, the Vice President (Personnel &Administration)

executes maintenance, plant accounting, material management and
technical service though the General Manager (works) and other
respective Managers for implementation of Corporate Production
plans and Plant Management.
 At Factory level, the General Manager (works), execute the overall
responsibility for Planning of Production and Maintenance though the
Deputy General Manager (production),Deputy General Manager
(PD&CS).

At factory level, the Deputy General Manager (Tech.), executes the

overall responsibility for quality and formulates Norms for quality.

ORGANISATIONAL CHART IN DELTA COMPANY

BOARD OF DIRECTOR

MANAGING DIRECTOR

CHIEF EXECUTIVE

WORKS MANAGER GENERAL MANAGER

FINANCE &
(engineer)
ADMINISTRATION
SUPDT

Executive
SUPDT SUPDT SUPDT SUPDT Mechanical Mechanical
Paper M/C Paper Process Electrical Engineering Engineer
Mills Quality
 Civil Engineer

FINANCE MANAGER STORES Sr.Manager

MANAGER PERSONAL 2 CLERKS (Marketing & Purchase)
2 TYPIST

Marketing & Purchase

Deputy Manager

Assistant Manager

Sales Officer

Staff

ORGANISATIONAL CHART OF PERSONAL DEPARTMENT

GENERAL MANAGER

ASSISTANT MANAGER

PERSONAL MANAGER

PERSONAL WELFARE SECURITY MEDICAL

OFFICER OFFICER OFFICER OFFICER

DOCTOR
 ASS.PER CANTEEN SECURITY
OFFICER SUPERVISOR SUPERVISOR

COMPOUNDER
GARDINER SECURITY
LABOUR
GUARD
ASSISTANT

MAJDUR &
SWEEPERS

ASSISTANTS

TIMEKEEPER
S

TYPIST

ATTENDER

CONCEPT OF PERFORMANCE APPRAISAL

SYSTEM

Introduction:

Appraising the performance of individuals, groups and organizations

is a common practice of all societies. While in some instances these
appraisal processes are structured and formally sanctioned, in other
instances they are an informal and integral part of daily activities.
Thus, teachers evaluate the performance of students, bankers evaluate
the performance of creditors, parents evaluate the behaviour of their
children, and all of us, consciously or unconsciously evaluate our
"own actions from time to time. In social interactions, performance is
conducted in a systematic and planned manner to achieve widespread
popularity in recent years.

Meaning:

Performance appraisal is a method of evaluating the behaviour of

employees in the work spot, normally including both the quantitative
and qualitative aspects of hob performance. Performance here refers
to the degree of accomplishment of the tasks that make up an
individual's job. It indicates how well an individual is fulfilling the
job demands. Often the term is confused with effort, but performance
is always measured in terms of results and not efforts .Some of the
important features of performance appraisal given, they are:

1.Performance appraisal is the systematic description of an

employee's job- relevant strengths and weaknesses.

2.The basic purpose is to find out how well the employee is

performing the job and establish a plan of improvement.

3.Appraisals are arranged periodically according to a definite plan.

4.Performance appraisal is not job evaluation. Performance appraisal

refers to how well someone is doing the assigned job. Job evaluation
determines how much a job is worth to the organization and
,therefore, what range of pay should be assigned to the job.

Use of Performance Appraisal

 Performance appraisal is helpful in assessing a firms human
resources data must be available that describe the promobility and
potential of all employees.
 A well designed appraisal system provides a profile of the
organization's human resource strengths and weaknesses to support
this effort.
 Performance evaluation ratings may be helpful in predicting the
performance of job applicants.
 Performance appraisal will point out employee specific needs for
training and development.
 Performance appraisal is useful in career planning and
development.
 Performance appraisal results provide a basis for rational decisions
regarding compensation programmes.
 Performance appraisal data are also frequently used for decisions in
several areas of internal employee relations, including promotion,
demotion, termination, lay-off. and transfer.
 Performance appraisal is useful in assessment of employee
potential.
 Performance appraisal can be used to determine whether HR
programmes such as selection, training, and transfers have been
effective or not.

Objectives of Performance Appraisal

Performance appraisal aims at attaining the different objectives, they

are:

 To create and maintain a satisfactory level of performance.

 To contribute to the employee growth and development through
training, self and management development programmes.
 To help the superiors to have a proper understanding about their
subordinates.
 To facilitate fair and equitable compensation based on performance
 To facilitate for testing and validating selection tests, interview
techniques through comparing their scores with performance
appraisal ranks.
 To provide information for making decisions regarding lay off,
retrenchment etc.
 To ensure organizational effectiveness through correcting
employee for standard and improved performance, and suggesting
the change in employee behaviour.

Appraisal Process:

Each step in the process is crucial and is arranged logically.

Many organizations make every effort to approximate the ideal
process, resulting in first-rate appraisal systems. Unfortunately,
many others fail to consider one or more of the steps and,
therefore have less-effective appraisal system.

Objectives of Performance
Appraisal

Establish Job Expectations

Design an Appraisal
Programme
 Appraise Performance

Performance Interview

Use Appraisal data for

Appropriate Purpose

1. Objectives of Appraisal:

Objectives of appraisal include effecting promotions and transfers,

assessing training needs, awarding pay increases, and the like. The
emphasis in all these is to correct the problems.

2.Establish job expectations:

The second step in the appraisal process is to establish job

expectations. This includes informing the employee what is expected
of him or her on the job.

3.Design appraisal programme:

Designing an appraisal programme posses several questions which

need answers. They are :
(i) Formal versus informal appraisal;
(ii) Whose performance is to be assessed?
(iii) Who are the raters?
(iv)What problems are encountered?
(v) How to solve the problems?
(vi) What should be evaluated?
(vii) When to evaluate?
(viii) What methods of appraisal are to be used?

4.Performance Interview:

Performance interview is another step in the appraisal process. Once

appraisal has been made of employees, the raters should discuss and
review the performance with the rates, so that they will receive
feedback about where they stand in the eyes of superiors.

5.Use of Appraisal data:

The final step in the evaluation process is the use of evaluation data.
The data and information generated through performance evaluation
must be used by the HR department.

Methods of Performance Appraisal:

With the evaluation and development of appraisal system, a number
of methods or techniques of performance appraisal have been
developed .The important among them.

Traditional Methods

1) Graphic Rating Scales:

Graphic rating scales compare individual performance to an absolute

standard. In this method, judgments about performance are recorded
on a scale. This is the oldest and widely used technique. This method
is also known as linear rating scale or simple rating scale. The
appraisers are supplied with printed forms, one for each employee.
These forms contain a number of objectives, behaviour and trait -
based Qualities and characters to be rated like quality and volume of
work, job knowledge, dependability, initiative, attitude etc., in the
case of workers and analytical ability, creative ability, initiative,
leadership qualities, emotional stability in the case of managerial
personnel. These forms contain rating of scales. Rating scales are of
two types, viz., continuous rating scale and discontinuous rating
scales. In continuous order like o, 1, 2, 3, 4 and5 and in discontinuous
scale the appraiser assigns the point to each degree. The points given
by the rater know performance regarding each character. The points
given by the rater to each character are added up to find out the
overall performance. Employees are ranked on the basis of total
points assigned to each one of them .One reason for the popularity of
the rating scales is its simplicity, which permits many employees to
be quickly evaluated. Such scales have relatively low Design cost and
high in case of administration. They can easily pinpoint significant
dimensions of the job. The major drawback to these scales is their
subjectivity and low reliability. Another limitation is that the
descriptive words often used in such lies may have different meanings
to different raters.

One reason for the popularity of the rating scales is its simplicity,
which permits many employees to be quickly evaluated. Such scales
have relatively low.

Design cost and high in case of administration. They can easily

pinpoint significant dimensions of the job. The major draw back to
these scales is their subjectivity and low reliability. Another limitation
is that the descriptive words often used in such lies may have different
meanings to different raters.

2) Ranking Method:

Under this method the employees are ranked from best to worst on
some characteristics. The rater first finds the employee with the
highest performance and the employees with the lowest performance
in that particular job category and rates the former as the best and the
later as the poorest. Then the rater selects the next highest and next
lowest and so on until he rates all the employees in that group.
Ranking can be relatively easy and inexpensive, but its reliability and
validity may be open to doubt. It may be affected by rater bias or
varying performance standards. Ranking also means that somebody
would always be in the backbench. It is possible that the low ranked
individual in one group may turn out to be superstar in another group.
One important limitation of the ranking method is that size of the
different between individuals is not well defined. For instance, there
may be little difference between those ranks third and fourth.
3) Paired Comparison Method:
This method is relatively simple. Under this method, the appraiser
ranks the employees by comparing one employee with all other
employees in the group, one at a time. As illustrated, this method
results in each employee being given a positive comparison total and
a certain %age total positive evaluation.

3) Paired Comparison Method:

This method is relatively simple. Under this method, the appraiser

ranks the employees by comparing one employee with all other
employees in the group, one at a time. As illustrated, this method
results in each employee being given a positive comparison total and
a certain %age total positive evaluation.

4) Forced Distribution Method:

The rater may rate his employees at the higher or at the lower end of
the scale under the earlier methods. Forced distribution method is
developed to prevent the raters from rating too high or too low. Under
this method, the rater after assigning the points to the performance of
each employee has to distribute his ratings in a pattern to conform to
normal frequency distribution. Thus, similar to the ranking technique,
forced distribution requires the raters(supervisors) to spread their
employee evaluation in a prescribed distribution. This method
eliminates central tendency and leniency biases. However, in this
method employees are place din certain ranked categories but not
ranked within the categories. Quite often work groups do not reflect a
normal distribution or individual performance. This method is based
on the questionable assumption, as group of employees will have the
same distribution of excellent, average and poor performers. If one
department has all outstanding employees, the supervisor would find
it extremely difficult to decide who should be placed in the lower
categories. Difficulties can also arise when the raters most explain to
the employee why he was placed in one grouping and others were
placed in higher groupings.

5) Checklist Methods:

The Checklist is a simple rating technique in which the supervisor is

given a list of statement or words and asked to check statements
representing the characteristics and performance of each employee.
There are three types of checklist methods, viz, simple checklist
,weighted checklist and forced choice method.

(a) Simple Checklist Method:

The checklist consists of large number of statements concerning

employee behaviour,performance of each employee. There are three
types of checklist methods, viz, simple checklist, weighted checklist
and forced choice method.

Checklist of Qualities:

1. Behaviour is the employee punctual in attending the office?

a) Yes b) No

2. Does the employee behave courteously with his superiors?

a) Yes b) No

3. Does the employee maintain sound customer relations'?

a) Yes b) No

4. Is the employee sincere in doing his job?

a) Yes b) No

The rater checks to include if the behaviour of an employee is positive

or negative to each statement. Employee performance is rated on the
basis of number of positive checks.
The negative checks are not considered in this method. A difficulty
often arises because the statements may appear to be virtually
identical in describing the employee. The words or statements may
have different meanings to different raters.

(b)Weighted Checklist:

The weighted checklist method involves weighting different items in

the checklist having a series of statements about an individual, to
indicate that some are more important than others. The rater is
expected to look into the questions relating to the employee's
behaviour, the attached rating scale (or simply positive /negative
statements where such a scale is not provided) and tick those traits
that closely describe the employee behaviour. Often the weights are
not given to the supervisors who complete the appraisal process, but
are computed and tabulated by someone else, such as a member of the
personnel unit. In this method the performance ratings of the
employee are multiplied by the weights of the statements and
coefficients are added up. The cumulative coefficient is the weighted
performance score of the employee. Weighted performance score is
compared with the overall assessment standards in order to find out
the overall performance of the employee.

The weighted checklist, however, is expensive to design to design,

since checklist for each different job in the organization must be
produced. This may prove time consuming also in the end. Though
the weighted checklist method is evaluative as well as development, it
has the basic problem of the evaluator not knowing the items, which
contribute mostly of successful performance.

(C)Forced Choice Method:

This method was developed at the close of World War II. Under this
method, a large number of statements in groups are prepared. Each
group consists of four descriptive statements(treated) concerning
employee behaviour. Two statements are most descriptive
(favourable) and two are least descriptive (unfavorable) of each.
Sometimes there may be five statements.

in each group out of which one would be neutral. The actual

weightings of the statements are kept secret.
The appraiser is asked to select one statement that that mostly
describes employee's behaviour out of the two favourable statements
are kept secret. The appraiser is asked to select one statement that
mostly describes employee's behaviour out of the two unfavorable
statements. The items are usually a mixture of positive and negative
statements. The intent is to eliminate or greatly reduce the rater's
personal bias, specially the tendency to assign all high or low ratings.
The items are designed to discriminate effective from ineffective
workers as well as reflect valuable personal qualities.

6) Critical Incident Method:

Employees are rated discontinuously, i.e., once in a year or six

months under the earlier methods. The performance rated may not
reflect real and overall performance, as the rater would beserious
about appraisal method, i.e., critical incident method has been
developed. Under this method, the supervisor continuously records
the critical incidents of the employee performance or behavior
relating to all characteristics (both positive and negative) in a
specially designed notebook. The supervisor rates the performance of
his subordinates on the basis of notes taken by him. Since the critical
incident method does not necessarily have to be a separate rating
system, it can be fruitfully employed as documentation of the reasons
why an employee was rated in a certain way.

The critical incident method has the advantage of being objective

because the rater considers the records of performance rather than the
subjective points of opinion.

7)Essay or Free From Appraisal:

This method requires the manager to write a short essay describing
each employee's performance during the rating period. This format
emphasizes evaluation of overall performance, based on strengths
weakness of employee performance, rather than specific job
dimensions. By asking supervisors to enumerate specific examples of
employee behavior, the essay technique minimizes supervisory bias
and halo effect.

8)Group Appraisal:

Under this method, an employee is appraised by a group of appraisers.

This group consists of the immediate supervisor of the employee, to
other supervisors who have close contact with employee's work,
manager or head of the department and consultants. The head of the
department or manager may be the chairman of the group and the
immediate supervisor mayact as the coordinator for the group
activities. This group uses any one or multiple techniques discussed
earlier. The immediate supervisor enlightens others members about
the job characters ,demands, standards of performance etc. Then the
group appraises the performance of the employee, compares the
actual performance with standards, find out the deviations, discusses
the reasons therefore, suggests ways for improvement of performance,
prepares action plans, studies the need for change in job analysis and
standards and recommends change, it necessary. This method is
widely used for purpose of promotion, demotion and retrenchment
appraisal.

9) Confidential Report:
Assessing the employee's performance confidentially is a traditional
method of performance appraisal. Under this method, superior
appraises the performance of his subordinates based on his
observations, judgments and institutions. The superior keeps his
judgment and report confidentially. In other words the superior does
not allowed the employee to know the report and his performance.
Superior writes the report about his subordinates, strengths.
Weakness, intelligence, attitude to work, sincerity, commitment,
punctuality, attendance, conduct, character, friendliness, etc.

Though confidential report is a traditional method, most of the public

sector organizations still follow this method in appraising the
employee's performance. This method suffers from a number of
limitations.

Modern Methods

1) Behaviorally Anchored Rating Scales (BARS):

The Behaviorally Anchored Rating Scales (BARS) method combines

elements of the traditional rating scales and critical incidents methods.
Using BARS, job behaviours from critical incidents -effective and
ineffective behaviors are described more objectively. The method
employs individuals who are familiar with a particular job to identify
its major components. They then rank and validate specific behaviors
for each of the components. BARS require considerable employee
participation; its acceptance by both supervisors and their
subordinates may be greater. Proponents of BARS also claim that
such a system differentiates among behavior, performance and results,
and consequently is able to provide a basis for setting developmental
goals for the employee. Because it is job - specific and identities
observable and measurable behavior, it is more reliable and valid
method for performance appraisal.

2) Assessment Centre:

This method of appraising was first applied in German Army in 1930.

Later business and industrial houses started using this method. This is
not a technique of performance appraisal by itself. In fact it is a
system or organization, where assessment is done by several
individuals and also by various experts by using various techniques.

In this approach individual from various departments are brought

together to spend two or three days working on an individual or a
group assignment similar too the ones they'd be handling when
promoted. All assess get an equal opportunity to show their talents
and capabilities and secure promotion based on merit. An assessment
model is shown below.

Human Resource Accounting deals with cost of and contribution of

human resource to the organization. Cost of the employee includes
cost of manpower planning, recruitment, selection ,induction,
placement, training, development, wages and benefits etc. employee
contribution is the money value of employee service which can be
measured by labour productivity or value added by human resources.

3) Management by objectives:
Although the concept or management by objectives was advanced by
Peter F.Duckers way back in 1954, it was described only recently as
'large range' in performance appraisal. Refinements brought out by
George Odione, Valentines, Humble and others have enriched the
concept and made it more acceptable all over the globe as an MBO in
their work settings. Some of the companies which implemented MBO
reported excellent results, others disappointments and many in
decisions. Started briefly, MBO is a process whereby the superiors
and subordinate managers of an organization jointly identify its
common goals, define each individual's major areas of responsibility
in terms of results excepted of him, and use these measures of guides
for operating the unit and assessing the contribution of its members.
Generally, the unit and assessing the contribution of its members.

Generally the 1VIBO is undertaken along the following lines.

 The subordinate and superior jointly determine goals to be

accomplished during the appraisal period and what level of
performance is necessary for the subordinate to satisfactory
achieve specific goals.
 During the appraisal period the superior and subordinate update
and later goals as necessary due to changes in the business
environment.

4) Psychological Appraisal:

Psychological appraisal are conducted to asses the employee

potential, Psychological appraisal consist of

(a) In-depth interviews

(b)Psychological tests
(c)Consultations and discussions with the employee
(d)Discussions with the superior's sub-ordinates and peers
(e) Reviews of others evaluations.

Evaluation is conducted in the areas of

(a) employee's intellectual abilities,
(b)Emotional stability
(c) motivational responses,
(d) sociability,
(e) employees ability to comprehend the vents, and
(f) ability to foresee the future.
5) Counseling:

After the performance of the employee is appraised, the superior

should inform the employee about the level of his performance, the
reason for the same, need for and the methods of improving the
performance. The superior should counsel the employee about his
performance and the methods of improving it.

Counseling is a planned, systematic intervention in the life of an

individual who is capable of choosing the goal and the direction of his
development. Thus, the purpose of counseling is to help the employee
aware of his own performance, his strengths and weakness,
opportunities availabilities available for performance counseling can
be done in the form of performance interview by the superior.

The Post Appraisal Interview:

The post appraisal interview has been considered by most of the

organizations, as well as employees, as the most essential part of
appraisal system. This interview provides the employee the feedback
information, and an opportunity to appraiser to explain the employee
his rating, the traits and behaviour he has taken into consideration for
appraisal etc.

It also gives the opportunity to employee to explain his views about

the rates, standards or goals, rating scale, internal and external
environment causes for low level of performance, his resources
responsible for performance etc. further it helps both the parties to
review standards, set new standards based on the reality factors, and
helps the appraiser to offer his suggestions ,help, guide and coach the
employee for his advancement. Thus, the post appraisal interview is
designed to achieve the following objectives.

1.To let employees know where they stand.

2.To help employees do a better job by clarifying what is expected of
them.
3.To plan opportunities for development and growth
4.To strengthen the superior -subordinate working relationship by
developing a mutual agreement of goals.
5. To provide an opportunity for employees to experience themselves
on performance related issues.

Relating Performance Appraisal to Rewarding:

Management should recognize and performance. The forms of

recognizing and rewarding performance include:
(a) Private and public praise,
(b) Written commendation,
(c) published commendation,
(d) increased autonomy,
(e) change in job title,
(f) Status symbols like office space, furnishings,
(g) performance bonuses,
(h) salary increases,
(i) promotion in grade, or increase in responsibilities and
(j) various forms of supplementary compensation. Managers should
match the rewards both with performance and with the perception and
needs of the employee.
6) Managerial Appraisal:

It is relatively easy to appraise the performance of technical or

operative employees compared to managerial personnel. This is
because; the performance of operative employees can be measured
quantitatively, whereas the performance of managers cannot be
determined quantitative terms. Harold Koontz has developed a
concept of managerial functions, viz., planning, organizing, leading
motivating, staffing and controlling. Performing a number of or series
of activities can perform each of these functions. For example,
performing staffing ,functions requires performing a series of
activities like analyzing jobs of his department, planning for human
resources, deciding upon internal and external recruitment. Thus each
function and sub functions of manager are elaborated into a series of
activities. The checklist contain the questions in these areas is
prepared with a five degree rating scale, i.e., externally.

poor performance, neither poor nor fair performance and externally

fair performance. Thus this technique measures the performance of
managers in managing organizational environment.

Importance of performance appraisal:

For many organizations the primary goal of an appraisal system is to
improve individual and organizational performance. There may be
other goals, however. In fact, performance appraisal data are
potentially valuable for virtually every human resource functional
area.

System Of Performance Appraisal

Performance appraisal is a nine-step process:

1.Establish performance standards.

2.Communicate standards/expectations to employee.
3.Measure actual performance due to the environment influences.
4.Adjust the actual performance due to the environmental influences.
5.Compare the adjusted performance what that of others and previous.
6.Compare the actual performance with standards and find out
deviations, if any.
7.Communicate the actual performance to the employee concerned.
8.Suggest changes in job analysis and standard, if necessary.
9.Follow-up performance appraisal report.

At the first stage, performance standards are established based on the

job description and job specification. The standard should be clear,
objective and incorporate all the factors.The second stage is to inform
these standards to all the employees including appraisers.The third
stage is following the instructions given for appraisal, measurement of
employee performance by the appraisers through observations,
interviews, records and reports.

At the first stage, performance standards are established based on the

job description and job specification. The standard should be clear,
objective and incorporate all the factors.The second stage is to inform
these standards to all the employees including appraisers.The third
stage is following the instructions given for appraisal, measurement of
employee performance by the appraisers through observations,
interviews, records and reports.

Fourth stage is finding out the influence of various internal and

external factors on actual performance. The influence of these factors
may be either inducing or hindering the employee performance. The
measured performance may be adjusted according to the influence of
external and internal factors. The performance derived at this stage
may be taken actual performance.

Fifth stage is comparing the actual performance with that of other

employees and pervious performance of the employee and others.
This given an idea where the employee to theinfluence of external and
internal factors. The performance derived at this stage may be taken
actual performance.

Sixth stage is comparing the actual performance with the standards

and finding out deviations. Deviations may be positive or negative. If
employee's performance is more than standards, it is positive
deviation and vice-versa is negative deviation.

Seventh stage is communicating, the actual performance of the

employee and other employees doing the same job and discuss with
him about the reasons for the positive or negative deviations from the
pre-set standards as the case may be.

Eighth stage is suggestions necessary changes in standards in

standards, job analysis, and internal and external environment.

Ninth stage is follow-up of performance appraisal report. This stage

includes guiding, counseling, coaching and directing the employee or
making arrangements for training and development of the employee
in order to ensure improved performance. If actual performance is
very poor and beyond the scope of improvement it is necessary to
take steps for demotion or retrenchment or any other suitable
measure.

Key elements of performance appraisal system are presented in figure

below.

HUMAN PERFORMANCE EMPLOYEE FEEDBACK

PERFORMANCE APPRAISAL

PERFORMANCE
MEASURES

PERFORMANCE
RELATED STANDARDS
HUMAN RESOURCES EMPLOYEE
DECISIONS STANDARDS

The usual steps are as follows :

PLAN THE PERFORMANCE

DETERMINE RESPONSIBILITY FOR APPRAISAL PERIOD

EXAMINE WORK PERFORMED

APPRAISAL THE RESULTS

CONDUCT APPRAISED INTERVIEW DISCUSS GOALS FOR

NEXT PERIOD

Problems in Performance Appraisal

Performance appraisal has come under a heavy barrage of criticism.
The list of the problems that have been associated with performance
appraisal are as follows:

 A potential weakness of traditional appraisal methods is that they

lack objectivity.

 A huge challenge that impedes an effective performance evaluation

is the bias, which can be either positive or negative.

 Sometimes halo error occurs when a manager generalizes one

positive performance feature or incident to all aspect of employee
performance.

Leniency: -
Giving an undeserved high performance appraisal rating to an
employee.

Strictness: -
Being unduly critical of an employee's work performance.
Establishment of performance appraisal criteria:

The most common appraisal criteria are traits, behaviours,

competencies, goal achievement and improvement potential. The
main objective of establishment of performance criteria is to identify
the aspects of a person's performance that an organization should
evaluate.

Traits:-

Certain employee traits such as attitude, appearance, and initiative are

the basis for some evaluations.

Behaviours:-

When an individual's task outcome is difficult to determine,

organizations may evaluate the person's task related behaviour or
competencies. If certain behaviours result in desired outcomes, there
is merit in using them in the evaluation process.

Competencies:-

This includes a broad range of knowledge, skills, traits, and behaviors

that may be technical in nature, relate to interpersonal skills or be
business oriented.

Goal achievement:-

If organizations consider ends more important than means, goal

achievement outcomes become an appropriate factor to evaluate.

Improvement potential:-

When organizations evaluate their employees* performance, many of

the criteria used focus on the past. From a performance management
view point the problem is that you cannot change the past. Unless a
firm takes further steps, the evaluation data become merely historical
documents. Therefore firms should emphasize the future, including
the behaviours and outcomes needed to develop the employee, and in
the process achieve the firm's goals. This involves an assessment of
the employee's potential.

Characteristics of an effective appraisal

system

The basic purpose of a performance appraisal system is to improve

performance of individuals, teams, and the entire organization. The
system may also serve to assist in the making of administrative
decisions concerning pay increases, transfers, or terminations. In
addition, the appraisal system must be legally defensible.
Organizations should seek an accurate assessment of performance that
permits the development of a plan to improve individual and group
performance.

The following factors assist in accomplishing these purposes;

Job related criteria:

Job relatedness is perhaps the most basic criteria in employee
performance appraisal.More specifically, evaluation criteria should be
determined through job analysis.

Performance expectations:
Managers and sub-ordinates must agree on performance expectations
in advance of the appraisal period. On the other hand, if employees
clearly understand the expectations, they can evaluate their own
performance and may timely adjustments as they perform their jobs
without having to wait for theformal evaluation review.

Standardization:

Firm should use the same evaluation instrument for all employees in
the same job category-who work for the same supervisor. Supervisors
should also conduct appraisals covering similar periods for these
employees. Regularly scheduled feedback sessions and appraisal
interviews for all employees are essential.

Trained appraisers:
The individual or individuals who observe at least a representative
sample of job performance normally have the responsibility for
evaluating employee performance. This person is often the employee's
immediate supervisor. Training should be given to these appraisers to
ensure accuracy and consistency. A training module posted on the
internet or company intranet may serve to provide information for
managers as needed.

Continuous open communication:

Most employees have a strong need to know how well they are
performing. A good appraisalsystem provides highly desired feedback
on a continuing basis. There should be few surprises in the
performance review.
Performance reviews:
A performance review allows them to detect any errors or omissions
in the appraisal, or an employee may simply disagree with the
evaluation and want to challenge it. Constant employee performance
documentation is vitally important for accurate performance
appraisal.
Due process:
Ensuring due process is vital. If the company does not have a formal
grievance procedure, it should develop one to provide a employees an
opportunity to appeal appraisal results that they consider inaccurate or
unfair. They must have a procedure for pursuing their grievances and
having the maddressed objectively.

Appraisal Process Followed In Delta Paper

Mills

In delta paper mills they are following one of traditional method of

performance appraisal, that is critical incident method. But it is not
helpful for the employees, because it is older method.

Critical Incident Technique:

This, too, is a type of appraisal for the employee alone. Here, the
employee's best and worst incidents of behavior are analyzed
annually. These events are the ones that are the most critical in
appraising the employee.

DATA ANALYSIS AND INTERPRETATION

Human Resources are the greatest assets for any organization. The
courses should be developed to their fullest extent for the efficient
functioning of an organization and their performance needs to
appraise continuously.
The present study is aimed at analyzing the “Performance Appraisal
system” at DELTAPAPER MILLS at VENDRA. There is a felt, need
and justification to conduct surveys and to know the perceptions of
employees regarding existing practices. A structured questionnaire
has been surveyed among 40 respondents by adopting strata
technique. And their perceptions are analyzed and interpreted in this
chapter.
For the purpose of survey, a sample of 40 employees has been taken
into consideration with a view to assess the "Performance Appraisal
System" in DELTA PAPER MILLS LIMITED .Performance
appraisal helps in the assessment of individual potential.
 QUESTIONNAIRE

1.Performance Appraisal is the assessment of individual potential:-

S.No. Rating Scale No. of In percentage

Respondent
1 Strongly Agree 7 17.5
2 Neutral 4 10
3 Strongly Disagree 0 0
4 Agree 29 72.5
5 Disagree 0 0
TOTAL 40 100

Analysis:
From the above table , it can be known that 72 % of respondents have
agreed about the assessment of individual potential and 17.5 % of
them have strongly agreed of the above statement and 10 % of the
employees are in a neutral stage and where none of them have
disagreed for the above statement. So majority of the respondents i.e.
72.5 % of the respondents have agreed about the assessment of
individual potential.
Interpretation:
From the above analysis we can interpret that, some of the employees
were in neutral position, because the appraisal system in the
organization was not in a full fledge way.

2. Performance Appraisal system followed in the organization is

rational and fair ?

S.No. Rating Scale No. of In percentage

Respondent
1 Strongly Agree 1 2.5
2 Neutral 12 30
3 Strongly Disagree 1 2.5
4 Agree 22 55
5 Disagree 4 10
TOTAL 40 100

Series 1
25
20
15
10
Series 1
5
0
Strongly Neutral Strongly Agree Disagree
Agree Disagree

Analysis:
From the above table,it can be known that, 55% of respondents have
agreed that die performance appraisal system followed in the
organization rational and fair and 30 of the respondents are in neutral
stage. Where as 2.5pciceiU of the respondents have agreed for the
above statement and 2.5petce&t of the respondents have strongly
disagreed, where 10 % of the respondents have disagreed for the
above statement.
Interpretation:
From the above analysis we can interpret that, some of the employees
were in neutral position. Because the organization doesn’t following
the company’s policies fairly.

3.Job expectations are informed and the superiors set the tasks.

S.No. Rating Scale No. of In percentage

Respondent
1 Strongly Agree 3 7.5
2 Neutral 10 25
3 Strongly Disagree 0 0
4 Agree 24 60
5 Disagree 3 7.5
TOTAL 40 100

Series 1
30
25
20
15
10 Series 1
5
0
Strongly Neutral Strongly Agree Disagree
Agree Disagree

Analysis:
From the above table,it can be known that, 60% of respondents have
agreed that the job expectations are informed and the superiors set die
tasks. And 25% of the respondents are in neutral stage and 7,5%
strongly agree for above statement and where as 7.5%of the
respondents disagree for die above statement, none of them are in a
stage of strongly disagree opinion.
Interpretation:
The above analysis shows that, some of employees were in neutral
position .Because the job expectations were not informed, and the
tasks were not assigned by superiors properly.

4. Performance Appraisal followed in the Organization helps to the

Training and development needs of employee.

S.No. Rating Scale No. of In percentage

Respondent
1 Strongly Agree 6 15
2 Neutral 4 10
3 Strongly Disagree 0 0
4 Agree 27 67.5
5 Disagree 3 7.5
TOTAL 40 100

Series 1
30
25
20
15
10 Series 1
5
0
Strongly Neutral Strongly Agree Disagree
Agree Disagree

Analysis:
From the above table,it is found that, 67.5% of respondents have
agreed for the performance appraisal followed in the organization
helps to assess the training and development needs of employee and
I5 % of them have strongly agreed in ID-% of the respondents are in
neutral stage and the remaining 7.5% of the respondents are in
disagreed opinion. Where none of them are is strongly disagreed
opinion.
Interpretation:
The above analysis states that, majority of the employees opined that
a good performance appraisal system in the organization, helps to
train and develop an employee in all aspects.

5. The Performance appraisal in the organization helps to recognize

the competence and potential of an individual.

S.No. Rating Scale No. of In percentage

Respondent
1 Strongly Agree 4 10
2 Neutral 3 7.5
3 Strongly Disagree 1 2.5
4 Agree 30 75
5 Disagree 2 5
TOTAL 40 100

Series 1
40
30
20
Series 1
10
0
Strongly Neutral Strongly Agree Disagree
Agree Disagree
Analysis:
From the above table,it is found that, 75% of respondents have agreed
for the performance appraisal in the organization helps to recognize
the competence and potential of individual and 10% of the
respondents have strongly agreed, and 7.5% of the respondents are in
neutral stage and5% are in disagreed opinion where as 2.5% of the
respondents strongly disagree for the above statement.
Interpretation:
The above analysis elicits that, some of the employees were in neutral
and disagree position. Because the appraisal process in the
organization is not that much effective.

6. Employees are happy with the assessment of performance followed

in the organization.

S.No. Rating Scale No. of In percentage

Respondent
1 Strongly Agree 3 7.5
2 Neutral 14 35
3 Strongly Disagree 0 0
4 Agree 18 45
5 Disagree 5 12.5
TOTAL 40 100
 Series 1
20
15
10
Series 1
5
0
Strongly Neutral Strongly Agree Disagree
Agree Disagree

Analysis:
From the above table,it is found that, 45% of respondents have agreed
that they are happy with the assessment of performance appraisal
followed in the organization. And35 % of the respondents are in
neutral stage and 12.5% of the respondents are in a disagreed stage
where 7.5% have strongly agreed for the above statement but none of
them have strongly disagreed for this statement.
Interpretation:
We can interpret that, most of the employees were in disagree and
neutral position. Because the assessment system in the organization
was not up to the mark.

7. Employees have been appraised fairly according to the company's

policies.
 S.No. Rating Scale No. of In percentage
Respondent
1 Strongly Agree 2 5
2 Neutral 13 32.5
3 Strongly Disagree 0 0
4 Agree 23 57.5
5 Disagree 2 5
TOTAL 40 100

Series 1
25
20
15
10
Series 1
5
0
Strongly Neutral Strongly Agree Disagree
Agree Disagree

Analysis:
From the above table,it is found that, 57.5% of respondents have
agreed that the employees have been appraised fairly according to the
company policies and 32.5% of the respondents are neutral stage and
5% of them are strongly agree and where as 5% of the respondents
disagree for the above opinions and none of them have disagree for
the above opinion.
Interpretation:
Here we can state that, most of the employees were in disagree and
neutral position. Because performance appraisal was not done fairly
according to the companies policies.

8. Advises and suggestions are given to the employees during the

appraisal process.
 S.No. Rating Scale No. of In percentage
Respondent
1 Strongly Agree 3 7.5
2 Neutral 15 37.5
3 Strongly Disagree 0 0
4 Agree 10 25
5 Disagree 12 30
TOTAL 40 100

Series 1
20
15
10
Series 1
5
0
Strongly Neutral Strongly Agree Disagree
Agree Disagree

Analysis:
From the above table, it is found that, 30 % of respondents have
disagreed that advises and suggestions are given to the employees
during the appraisal process and 25% of them have agreed and 7.5%
of the respondents strongly agree and majority of the respondents
i.e.37.5% are in a neutral stage and none of them have disagreed for
the above statement.
Interpretation:
The above analysis exhibits that, employees are expecting many more
suggestions and advises, during the appraisal process that would be
helpful for their career.

9. The employees accept the appraisal feed back as.

S.No. Rating Scale No. of In percentage

 Respondent
1 Positive Way 3 7.5
2 Uninteresting 15 37.5
3 Negative Way 0 0
4 Neutral 10 25
TOTAL 40 100

Series 1
20

15

10
Series 1
5

0
Positive way Uninteresting Negative way Neutral

Analysis:
From the above table, it is found that, 50% of respondents have a
positive way regarding acceptance of the appraisal feed back. And
47.55 of them are in aneutral opinion and 2.5% of the respondents
feel it uninteresting on the above statement.And none of them have a
negative acceptance of this statement
Interpretation:
This analysis shows that, employees are not much interested in taking
the appraisal feedback.

10.The appraiser of the company should be :

S.No. Rating Scale No. of In percentage

Respondent
 1 Superior 13 32.5
2 HOD 25 62.5
3 Subordinate 1 2.5
4 Peer group 1 2.5
TOTAL 40 100

Series 1
30
25
20
15
Series 1
10
5
0
Superior HOD Subordinate Peer group

Analysis:
From the above table,it is found mat, 62.5perecent of respondents feel
that their HOD should be their appraiser and 32.5% of them feel that
their superior should be the appraisal and 2.5% of the respondents feel
that their subordinates and peer groups should be the appraiser.
Interpretation:
This states that, the appraiser should be the head of the department,
the employee feel that he is the right person to evaluate their
performance.

11. Employee need to be assessed as:

S.No. Rating Scale No. of In percentage

Respondent
1 Once in 3 months 8 20
2 Once in 6 months 11 27.5
3 Once in a year 21 52.5
 TOTAL 40 100

Series 1
25
20
15
10 Series 1

5
0
Once in 3 months Once in 6 months Once in a year

Analysis:

From the above table, it is found that, 52.5% of respondents feel that
their appraisal system should be once in a year and 27.5% of the
respondents feel that it should betwice in a year (6 months) and where
as 20% of the respondents feel that it should be for every 3months.

Interpretation:

Here, the employees felt that, they need to be assessed once in a year,
as they felt it is a right period of time to assess the performance.

12. The performance appraisal followed in the organization makes the

employees.

S.No. Rating Scale No. of In percentage

Respondent
1 Motivating 38 95
2 Demotivating 2 5
 Series 1
40

30

20
Series 1
10

0
Motivating Demotivating

Analysis:

From the above table, it is found that, 95% of respondents are

motivated towards performance appraisal followed in the organization
and 5 % of the respondents demotivates for the above statement. So
majority of the respondents i.e.. 95 % of the respondents have
motivated towards the appraisal system followed in the organization.

Interpretation:

From the above study, employees felt performance appraisal system

as a motivating factor.

13. Types of errors / problems have impact on performance rating in

the Organization.

S.No. Rating Scale No. of In percentage

Respondent
1 Influence 9 22.5
2 Attitude 16 40
3 Biased 8 20
4 Personal Grade 1 2.5
5 Subjectivity 5 12.5
6 Status Effect 1 2.5
 Series 1
20
15
10
Series 1
5
0
Influence Attitude Biased Personal Subjectivity
Grade

Analysis:

From the above table, it is observed that, appraisal system is rated by

attitude that is 40% and 22.5% of the respondents by influence and
20% by biased, 12.5% by subjectivity and 2.5% by personal grudge
and remaining 2.5% by status effect.

Interpretation:

The employees opined that, attitude factor have a greater impact on

the performance appraisal system.

14. Feedback on Performance is communicated after assessment of

the Performance.

S.No. Rating Scale No. of In percentage

Respondent
1 Yes 19 47.5
2 No 21 52.5
 Series 1
22

21

20
Series 1
19

18
Yes No

Analysis:

From the above table ,it is found that, 52.5% of respondents disagree
that feed back on performance is communicated after assessment of
the performance appraisal. And 47.5%of the respondents agree for the
above statement. So majority of the respondents i.e. 52.5 % of the
respondents have disagreed that the feedback on performance is
communicated after assessment of the performance appraisals.

Interpretation:

Here, the some of the employees express their view that, the
performance feedback need not be communicated after the
assessment, while some of them felt that it is essential.
15. Employees are aware of 360-degree appraisal.

S.No. Rating Scale No. of In percentage

Respondent
1 Yes 11 27.5
2 No 29 72.5

Series 1
40

30

20
Series 1
10

0
Yes No

Analysis:

From the above table ,it is found that, 72.5% of respondents are aware
of 360-degree appraisal and 27.5% of die respondents are not known
of 360-degree appraisal. So majority of the respondents i.e.. 72.5 % of
the respondents have agreed that they were aware of 360 degree
appraisal.

Interpretation:

Here from the above study it is known that, the employees are not
completely aware of 360-degrees appraisal system.
 SUMMARY

Human Resource Management (HRM) is the function within an

organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization.
Human Resource Management can also be performed by line
managers.
Human Resource Management is the organizational function that
deals with issues related to people such as compensation, hiring,
performance management, organization development, safety,
wellness, benefits, employee motivation, communication,
administration, and training.
Performance appraisal refers to all the formal procedures used to
evaluate an individual, his contributions and potential. In other words,
it is to plan and measure the performance of an individual in terms of
the requirement of the job or it is a process of finding out how
effective the organization has been at hiring and placing an employee.
Performance appraisal is a formal system of review and evaluation of
individual or team task performance. While evaluation of team
performance is critical when teams exist in an organization, the focus
of performance appraisal in most firms remains on the individual
employees. Regardless of the emphasis, an effective appraisal
evaluates accomplishments and initiates plans for development, goals
and objectives.
The mill initially started 1975 by SRI B.H VIJAYA KUMAR RAJU
garu and had done into commercial production in 1978.
The Krishna, Godavari delta known as the rice- bowl of Indian and
more particularly W.G.Dist comes under the well known networks of
canal from the Godavari Anacut. Almost all parts of the district have
wet land. Cultivation with to paddy, crops per year since paddy straw
can be used to the 60% of the total raw material of delta paper mills
and as it also is the most economical of all the available inputs, one
could not have asked suitable location.
Other raw materials such as gunny waste , cotton lintels and waste
paper are produced easily from Rajahmundry, Vizag, Eluru,
Vijayawada and Hyderabad in A.P. Since the company as well
connected by broad gauge railway lines, the factory as not in the past
experienced any problem in producing these raw material.
The Delta Paper Mills Limited was established as a public limited
company on 23may 1975. Late Sri BH.Vijay Kumar Raju and Andhra
Pradesh Industrial development corporation (APIDC) on 18
September 1975 promoted the Delta Paper Mills Limited; the
company started its commercial production on 7April 1977.
The plant is located at Vendra, a village of Palakoderu mandal, in
Andhra Pradesh.
The following reasons will explain for selecting the location:

 For bringing reputation to the native place of the founder

 For creating employment to the rural youth.
 The availability of raw material is surrounding areas, water
facilities, drainage for disposal of effluents and its proximity to the
broad gage railway line connecting Chennai and Kolkata.

The companies' main activity is to produce all varieties writing and

printing paper. It is mainly an agro-based industry. Its main raw
material is paddy straw.
In 1976 ICICI along with IDBI, IFCI, LIC and UTI assisted the
company for selling up the product DELTA PAPER MILLS
LIMITED commissioned the paper machine for commercial
production from July 1978 and pulp mill by November 1973. It
earned its profits in the second and third year of operations.
Hence by the above analysis, we can conclude that employees
responded according to their own perception and were expecting
additional benefits which management has to concentrate and take
into consideration such that employees can be retained and can excel
in their profile.

FINDINGS

 More than half of the employees (72.5%) agree that Performance

Appraisal is the assessment of individual potential.
 Some of the employees (30%) neutral that Performance Appraisal
system followed in the organization is rational and fair.
 Some of the employees (25%) neutral that Job expectations are
informed and the superiors set the tasks.
 Most of the employees (67.5%) agree that Performance Appraisal
followed in the Organization helps to the Training and
development needs of employee.
 Some of the employees (5%) disagrees that The Performance
appraisal in the organization helps to recognize the competence and
potential of an individual.
 Less than half of the employees (35%) disagrees that they are
happy with the assessment of performance followed in the
organization.
most of the employees (32.5%) neutral that they have been appraised
fairly according to the company's policies.

 Most of the employees (30%) disagrees that Advises and

suggestions are given to the employees during the appraisal
process.
 Most of the employees (37.5%) uninterestingly accept the appraisal
feedback.
 Most of the employees (62.7%) feel that appraisal should be given
by HOD.
 Most of the employees (52.5%) that they need to be assessed as
once in a year.
 All most of the employees (95%) feels that the performance
appraisal followed in the organization makes the employees
Motivated.
 Most of the employees (40%) think that attitude have impact on
performance rating in the Organization.
 Most of the employees (52.5%) do not agree that Performance is
communicated after assessment of the Performance.
 SUGGESTIONS

As per the study the following are the suggestions:

 The Performance Appraisal in the organization should be in a full

fledge way so that the others will be accepting this.

 As the Performance Appraisal is helpful to the employees by the

assignment of superiors task by training & development which
should be more effective so that the other employees will also be
attracted.
 The Performance Appraisal should be assist effectively to the
employees as it recognizes the competence and potential of an
individual.
 Employee’s appraisal should be fairly done according to the
companies policies so that it will assist the performance of the
employees.
 The company should give some advises and suggestions to the
employees during the process and should get there feedbacks about
the process.
 The employees should assess and appraised by their HOD once in a
year.
 The employees should be aware of 360 degrees appraisal and the
organization should follow this to motivate the employees.
 CONCLUSION

The options required strong motivation to face the challenges.

 Proper training and satisfaction at all levels will be the strongest

foundation to launch an assault on the challenges and convert the
challenges to opportunities through effective performance appraisal
measures in the organization industry most response like wise:

 In future performance appraisal measures will have to be planned

in relation to the changes taking place.

 The performance measures leads exist both at fresh entry level as

well as to continuing education level for working personnel.

 An effective safety measures based on emerging trends suggests

model for achieving the targets which will make paper industry in
India truly competitive.
 ANNEXURE

1. Is Performance Appraisal helps in the assessment of individual

potential?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

2.Does the Performance Appraisal system followed in the

organization is rational and fair?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

3. Whether the Job expectations are informed and the superiors

set the tasks?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree
4.Does the performance Appraisal followed in the organization
helps to assess the training and development needs of employee?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

5.Does the Performance appraisal in the organization helps to

recognize the competence and potential of an individual?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

6. Whether the employees happy with the assessment of

Performance followed in the organization?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

7.Does the Employees appraised fairly according to the

company’s policies?
 Yes
 No

8. Does the Advises and suggestions are given to the employees

during the appraisal process?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

9. How do the employees accept the appraisal feedback?

 Positive way
 Negative way
 Uninteresting
 Neutral

10.Who should be the appraiser?

 Superior
 Subordinate
 HOD
 Peer group

11.How often should an employee be assessed?

 Once in 3months
 Once in 6months
 Once in a year

12. How the performance appraisal followed in the organization?

 Motivate
 Denominative

13.What types of errors / problems have impact on performance

rating in the organization?
 Influence
 Biased
 Subjectivity
 Status Effect
 Attitude
 Personal Grudge

14. Whether the Feedback on performance communicated after

assessment of the Performance?

 Yes
 No

15. Are you aware of 360-degree appraisal?

 Yes
 No
 BIBLIOGRAPHY

Books:

 Donald L. Kirkpatrick, 2006, Improving Employee Performance

through Appraisaland Coaching.

 Richard Rudman, 2003, Performance Planning and Review.

 Roger E. Herman, 1997, The Process of excelling, oak Hill press.

 P. Subba Rao, 2006, Essentials of Human Resource

Management and IndustrialRelations, Himalaya Publishing
House.

Journals:
 Gitam Journal of Management.

 Journal of Occupational and Environmental medicine.

 Indian Journal of Social Work.

 Indian Journal of Human Resource

 www.deltapapermills.com

 www.google.com