Performance appraisal

DECLARATION
I , Mr.Abhishek Roy Choudhury do hereby declare that the summer project entitled “ A
study on Performance Appraisal of employees at BSNL, Guwahati-781001” is an
original & benefited work carried out in partial fulfilment of the award of degree of Bachelor
of Business Administration of B.Borooah College under Guahati University.
This is my original work & it has not been submitted for any other diploma, fellowship
awards or prizes.
Abhishek Roy Choudhury
G.U. Roll No- UM1710020002
G.U. Regn. No- 17001037 of 2017-18
BBA 5th Semester,
Date: B. Borooah College
Place:Guwahati Guwahati-781007.

ACKNOWLEDGEMENT
I consider myself very lucky and fortunate to get quick approval from BHARAT
SANCHAR NIGAM LIMITED,ASSAM TELECOM CIRCLE,GUWAHATI vide the
Company’s Letter No.Rectt.(Trg)/RTTC-Part-2/GH/141 dated 9th Sept-19 with reference to
the request letter from the BBA Coordinator of my college to undergo the interactive training
for two months to complete the project. This opportunity has given me practical exposure
into actual business environment and it provided me the golden opportunity to make my
theoretical concept of Self-Appraisal of its employees and procedures of this gigantic PAN
India Public Sector Enterprise. I also could learn a lot about the Company’s profile, Revenue,
Mission, Vision and objectives. During the interaction period I have got the glimpse of the
Indian PSE/PSUs in specific.
First and foremost, I would like to take the opportunity to express my sincere
gratitude to my project guide Miss.Debolina Dutta for her valued sincere support and
suggestions, without which this project would not have reached its successful end.
It is a privilege to express deep gratitude to Mr.Anil Kumar Pankaj,
GM(HR/Admn) for providing me the opportunity to under go the training at BSNL.I am also
thankful to Mr.Sarbeswar Kalita,the AGM (HR/Admn) & other officials of BSNL for
their cooperation during my training by providing me necessary information without which
this project report would not have been successfully completed.
I would also take here the opportunity to thank my college B.BOROOAH
COLLEGE to put the theoretical inputs I got at the institute to practise, and also to my class
mates for giving there valuable suggestions.
Finally, I would like to express my sincere gratitude towards our respected Co-
Ordinator of BBA department,Dr.Mahesh Chandra Kalita & Mr.Arindam Chakraborty,
Asstt. Professor, Department of BBA,Project Co-ordinator for extending their kind co-
operation to complete the assigned project and I would also like to thank my parents and
friends who have provided their constant support and inspiration throughout this project.
G.U. Roll No- UM1710020002
G.U. Regn. No- 17001037 of 2017-18
Date: BBA 5th Semester,B Borooah College
Place: Guwahati Guwahati-781007.

PREFACE
As usual summer project is the most important and vital part of BBA Course
(UG).This project facilitate as a link between the theory and actual industrial practices. Most
importantly it gives an opportunity for hands on experience in corporate environment.
Therefore, I consider myself fortunate to pursue the projecton “Performance
Appraisal” at this PAN INDIA Public Sector Enterprisei.e.Bharat Sanchar Nigam Limited.
It’s credibility, I have tried to summarise in organisational could profile.Yet the opportunity
could not have been utilized without the guidance and support of many individuals who were
equally instrumental to me for although completion of my summer project.
The term PA refers to “Performance Appraisal” and it refers to the appraisal of the
employees on the basis of their individual performance.PA has 5 key elements namely;
Measurement,Feedback,Positive reinforcement,Exchange of views and Agreement.The
sources of performance appraisal include the immediate superiors,peers,subordinates, self-
appraisal and rating committee.
However, I accept the sole responsibility for any errors and omissions might have
occurred while preparing the project report. I shall remain highly grateful to the readers of
this project report if they bring such errors and omissions to my notice.
G.U. Roll No- UM1710020002
G.U. Regn. No- 17001037 of 2017-18
BBA 5th Semester
Date: B Borooah College
Place:Guwahati Guwahati-781007.

TABLE OF CONTENTS
Sl. No. TOPIC Pg. No.
1 Declaration 1
2 Acknowledgement 2
3 Preface 3
4 Executive Summary 5
5 Chapter 1
Introduction &Glimpase of
Performance Appraisal
6-12
6 Chapter 2
Research Methodology
13-14
7 Chapter 3
About the Topic
15-16
8 Chapter 4
Organisational Profile
17-23
9 Chapter 5
Data Analysis
24-44
10 Chapter 6
Findings, Suggestions &
Recommendations
45-48
11 Conclusion 49-50
12 Bibliography 51
13 Annexure- List of Tables & Figures,
Format of Questionnaires
52-57

EXECUTIVE SUMMARY
The present study is based on Summer Internship Programme, undertaken at the Office of
the Chief General Manager Telecom, Assam Telecom Circle, Guwahati.
The project can be summarised as follows-
Project Title- “A study on Performance Appraisal of Employees at BSNL Guwahati-
781001”
Organisation name:- BSNL, Assam Telecom Circle, Guwahati
Organisational Guide:- Mr.SarbeswarKalita, AGM (HR/Admn.)
Institutional Guide:- Miss Debolina Dutta, Astt. Professor, Dept. of BBA, B Borooah
College, Guwahati
Duration of the study:- 2 (two) months, 17th September 2019 to 18th November 2019
Objectives of the Study:-
 To study the employees’ attitude & trust towards the present appraisal system.
 To study the techniques of performance appraisal of the employees adopted by
Bharat Sanchar Nigam Limited (Sample of Performance Appraisal form is attached
with Chapter 4, i.e.Organisational Profile).
 To suggest measures for improving the performance appraisal system of employees.

CHAPTER-1
INTRODUCTION & GLIMPASE
OF PERFORMANCE APPRAISAL

INTRODUCTION
1.1 PERFORMANCE APPRAISAL:
 Defination- A Performance Appraisal is a regular review of an employee’s
job performance & overall contribution to a company. Also known as an
“annual review” , “performance review “ or “evaluation” or “employee
appraisal”, a performance appraisal evaluates an employee’s skills,
achievements & growth or lack thereof. Companies use performance
appraisals to give employees big-picture feedback on their work & to justify
pay increases & bonuses, as well as termination decisions. They can be
conducted at any given time but tend to annual, semi-annual or quarterly.
Under performance appraisal, we evaluate not only the performance of a
worker but also his potential for development.
 Purpose-
Because companies have a limited pool of funds from which the award raises
& bonuses, performance appraisals help determine how to allocate those
funds. They provide a way for companies to determine which employees have
contributed the most to the company’s growth so companies can reward their
top-performing employees accordingly.
Performance Appraisals also help employees & their managers create a plan
for employee development through additional training & increased
responsibilities, as to identify shortcomings the employee could work to
resolve.
Ideally, the performance appraisal is not the only time during the year that
managers & employees communicate about the employee’s contributions.
More frequent conversations help keep everyone on the same page, develop
stronger relationships between employees & managers, and make annual
reviews less stressful.
 Types-
Most performance appraisals are top-down, meaning supervisors evaluate their
staff with no input from the subject. But there are other types:
 Self-assessment- Individuals rate their job performance & behaviour.
 Peer assessment- An individual’s work group rates his performance.
 360 degree feedback assessment- Includes input from an individual,
his/her supervisor & his/her peers.
 Negotiated appraisal- A newer trend utilizes a mediator & attempts to
moderate the adversarial nature of performance evaluations by
allowing the subject to present first. Also focuses on what the
individual is doing right before any criticism is given. The structure
tends to be useful during conflicts between subordinates & supervisors.

1.2 OBJECTIVES:
 To study the employee’s strengths & weaknesses.
 To study the contribution of the company in the growth & development of the
employees
 To suggest measures for the improvement of performance of the employees
1.3 SCOPE: The scope of performance management & appraisal should include the
following:-
 Provide employees with a better understanding of their role & responsibilities.
 Increase confidence through recognizing strengths while identifying training
needs to improve performance.
 Improve working relationships & communication between supervisors &
subordinates.
 Increase commitment to organisational goals, develop employees into future
supervisors.
 Assist in personnel decisions such as promotions or allocating rewards.
 Allow time for self-reflection, self-appraisal & personal goal setting.
1.4 APPROACHES OF PERSONAL APPRAISAL:There are two approaches to
PAviz.Administrative approach and Development approach.
 Administrative approach:Under this approach,performance appraisal can be
used as a key input for administering a formal organisation reward and
punishment system.Administrative approach deals with the following:
-Human resource planning
-Reward decisions e.g.salaryand wages increase
-Promotions;and
-Personal research(e.g.effectivness of training programmes.)
 Developmental approach:Under this approach,performance appraisal can be
used for the development of the employees and the employer’s
growth.Through the approach,employees come to know what their weakness
were in the past and how to correct them.This approach deals with the
following:
-Provide employee with feedback on their strengths and weakness and how to
improve future performance.
-Aid career planning and development;and
-Provide inputs for personal remedial interventions.
1.5 SOURCES OF PERSONAL APPRAISAL:
 The immediate supervisor:As general practice,the immediate supervisor
appraises the performance of the subordinates.The immediate supervisor is in
a position to observe,direct and evaluate the subordinate’s performance and is
responsible for thatperson’s performance.
 Peers: Appraisal by peers is popular in the firms that use team appraisal.Peers
are in a better position to evaluate certain facts of job performance which the

subordinates or superiors cannot do.Such facts include contribution to work
group projects,interpersonaleffectiveness,communicationskills,reliability and
initiative etc.
 Subordinates:Many organisations let the subordinates to rate their superior’s
performance.This process is called as “upward feedback”.It helps in assessing
certain aspects of superior’s performance like;managementstyle,ability to
communicate,delegate the work,allocate resources and deal with employee on
a fair basis etc.
 Self-appraisal:Self-appraisal gives a chance to the employee to look at his/her
strengths and weakness,hisachevements and judge his own performance.If
employee is clear with the objectives,his/her responsibilities,they are to a great
extent in a better position to appraise their own performance.
 Rating Committees: Many organisations use rating committees or rating
system of appraisal.Here,committees contain the employee’s immediate
supervisor and three or four other supervisors.There can be discrepancy
among ratings by individual supervisors,the composite rating tend to be more
reliable,fair and valid.
1.6 PERFORMANCE APPRAISAL PROCESS:
 Setting the performance standards:The first step is to setting up of the
standards which will be used as a benchmark to compare actual performance
of the employees.This process is required to judge performance of the
employees as successful or unsucessfull of the degrees for the position where
the employee are serving.The standard set should be clear,easily
understandable and in measurable terms.In case the performance of the
employee can not be measured,great care should be taken to describe the
standards.
 Communicating the standards:Two parties are involved in performance
appraisal system i.e.appraiser and appraise.Appraiser is one who does the
appraisal and appraiser is one whose performance is evaluated in set
standards.Therefore,theappraisee should be informed the standards and the
appraiser or the evaluator for proper evaluation of the employee’s
performance.The standards can be modified at this stage itself as per the
relevant feedback from the employees or the evaluators.
 Measuring the actual performance:This step is the most difficult part of the
performance appraisal process.Through this step,actual performance of the
employees i.e.the work done by the employees during the specified period of
time.It is a continuous process which involves monitoring the performance
throughout the period under report and review.
 Comparing actual performance with desired performance matrix :At this
stage,actual performance is compared with the desired performance from
theemployee.Comparison reveals deviations in the performance of the
employees from set standards.This comparison can show either the employee
is able to achieve the desired performance or not.It includes
recalling,evaluating and analysis of data related to the employees’
performance.
 Providing feedback:Result of the appraisal is communicated and discussed
with the employees on one to one basis with the aim of problem solving and

reaching consensus with ultimate objective to motivate the employees to
perform better.The feedback should be given with a positive attitude.
 Taking corrective action: The last step of the process is to take decisions and
corrective action to overcome the deficiencies or the related decisions like
rewards,promotions,demotions and transfer etc.
Fig 1.1- Process of Performance Appraisal
1.7 MODERN METHOD OF PERFORMANCE APPRAISAL:
 Assessment Centre:An assessment centre typically involves the use of methods like
social/informal events, tests &excercises, assignment being givento a group of
employees to assess their competencies to take higher responsibilities in the future.
Generally, employees are given an assignment similar to the job they would be
expected to perform if promoted.
 Management by Objectives- The principle behind Management by Objectives
(MBO) is to make sure that everybody within the organization has aclear
understanding of the aims, objectives of that organization as well as awareness of
their own roles & responsibilities in achieving those aims. The complete MBO system
is to get managers & empowered employees acting to implement & achieve their
plans, which automatically achieve those of the organization.
 Psychological Appraisals- Large organization employs full-time industrial
psychologists. These psychologists are used for evaluations. They assess the
indivisual’s future potential & past performance. The appraisal normally consists of
in-depth interview, psychological tests, discussion with supervisors and a review of
other evalutions.
1.8 WHY APPRAISAL TECHNIQUES PROVE FAILURE:
Performance
Appraisal
Process
Settingthe
performance
standards.
Communicating the
standards.
Measuring the actual
performance
Comparing actual
performance with
desired performance
Providing
feedback
Taking
corrective
actions

Performance appraisal techniques have often failed to give a correct assessment of the
employee,The causes of such failure are:-
 The supervisor plays dual and conflicting role of the both the judge and the helper.
 Too many objectives often cause confusion.
 The supervisor feels that subordinate appraisal is not rewarding.
 A considerable gap exist between two appraisal progtams.
 The skill required for daily administration and employee development are in conflict.
 Poor communication keeps employees in the dark about what is expected from them.
 There is a difference of opinion between a supervisor and a subordinate concerning
the later’s performance.
 Feedback on appraisal is generally unpleasant for both supervisor and subordinate.
 Unwillingness on the part of supervisor to tell employee plainly how to improve their
performance.
1.9 CRITICISM OF PERFORMANCE APPRAISAL:
An issue with performance appraisal is that differentiating individual and organizational
performance can be difficult.And if the evaluation’s construction doesn’t reflect the culture of
a company or organization,it can be detrimental.Employees report general dissatisfaction
with their performance appraisalprocess.Other potential issues include:
 Distrust of the appraisal can lead to issues between subordinates and supervisors or a
situation in which employees merely tailor their imput to please their employer.
 Performance appraisal can lead to the adoption of unreasonable goals that demoralize
workers or incentivize them to engage in unethical practices.
 Some labour experts believe that use of performance appraisal has led to lower use of
merit-and performance based compensation.
 Performance appraisals may lead to unfair evalutions in which employees are judged
not by their accomplishments but by their likeability.They can also lead to managers
giving underperforming staff a good evalution to avoid souring their relationship.
 Unreliable raters can introduce a number of biases that skew appraisal result towards
preferred characteristics or ones that reflect the rater’s preference.
 Performance appraisal that work well in one culture or job function may not be usefull
in another.
1.10 NEED,OBJECTIVES,SCOPE AND LIMITATIONS OF THE STUDY:
 Need of the study:
a) To know the methods that are being used for measuring performance
appraisal in Bharat Sanchar Nigam Limited.
b) To know whether the promotion policy is linked with performance appraisal
in Bharat Sanchar Nigam Limited.
c) To study the basis through which the performance appraisal of the employees
are done in Bharat Sanchar Nigam Limited.
d) To study whether the performance appraisal helps the organisations in
achieving goals.
e) To study whether the present appraisal system is better than the previous
appraisal system in Bharat Sanchar Nigam Limited.

 Objectives of the study:
a) To study the employees’ attitude and trust towards the present appraisal
system.
b) To study the techniques of performance appraisal of the employees adopted by
Bharat Sanchar Nigam Limited.
c) To suggest measures for improving the performance appraisal system of
employees.
 Scope of the study:
a) The study has been done on Performance Appraisal at Bharat Sanchar Nigam
Limited ,Guwahati,therefore it will provide the employees with a better
understanding of their roles and responsibilities.
b) The study will help in analyzing certain weak points which will help the
company in improving the existing workforce.
c) With the help of the study,the managers can play favourable importance on the
Performance Appraisal System.
 Limitations interfaced during study:
a) Some of the employees were reluctant in answering the questions.
b) Due to busy work schedules of the employees it was difficult to meet them.
c) Some of the respondents were not open minded and some were biased in
giving the answers.
d) The employees took time in returning the questionnaire which created
problems and ultimate delay to do data analysis.
e) Time resistant of the project duration period has made the scope of meeting
and interacting with the employees more narrow.

CHAPTER-2
RESEARCH
METHODOLOGY

Research Methodology
The research was conducted to fulfil the objectives of the study.
2.1 Research Plan:
i) Research Design- This study involved the exploratory and descriptive research design,
conducted covering the fields of Human Resources Management of Bharat Sanchar Nigam
Limited.
ii) Data collection period- The primary data was collected by survey method for the study.
iii) Sources of data:-
a) Primary data source- This include employees at BSNL, (Guwahati) from whom the data
was collected through a well-defined questionnaire from fifty employees as well as personal
interview.
b) Secondary data source- These data were collected from books, journals, magazines,
Annual Reports of the Company and websites etc.
2.2 Sampling Plan:
i) Sampling procedure:- Convenience sampling method was employed for collecting
primary data for the study.
ii)Population and sampling elements:- This includes fifty employees from Bharat Sanchar
Nigam Limited, Assam Telecom Circle, Guwahati, Assam.
iii)Duration of the study:-Two months from 17th September to 18th November, 2019.
2.3 Research tool used: The interview was conducted with the help of a structured
questionnaire.
2.4Pilot Survey: A pilot survey was conducted covering 5 respondents who are the top
Managers (Class I Officers) of Bharat Sanchar Nigam Ltd, Guwahati. This was done to make
any change in questionnaire and the overall study and to prevent any error or drawback.
2.5 Questionnaire Design: The questionnaire has been designed keeping in view the
objectives of the study. The questions are simple, unambiguous & easy to respond.Aperforma
of the questionnaire has been enclosed in the annexure.
2.6 The final survey: The final survey was conducted by distributing 50 questionnaires
among the employees of Bharat Sanchar Nigam Ltd.The data compiled from the these
questionnaires were used as a source of study.

CHAPTER-3
ABOUT THE TOPIC

A study on Performance Appraisal of employees at BSNL, Guwahati-781001
Human Resource (or personnel) management, is the sense of getting things done through
people, is an essential part of every manager’s responsibility, but many organisations find it
advantageous to establish a specialist division to provide an expert service dedicated to
ensuring that the human resource function is performed efficiently.
“People are our most valuable asset” is a cliché, which no member of any senior
management term would disagree with. Yet, the reality for many organisations are that their
people remain under valued, under trained &under utilised.
Performance Appraisal is the process of assessing the performance & progress of an
employee or a group of employees on a given job & his/their potential for future
development. It consists of all formal procedures used in the working organisations to
evaluate personalities, contributions & potentials of employees.
My Summer project deal with ‘ Performance Appraisal’ has been carried out at Bharat
Sanchar Nigam Ltd. (BSNL). In this report, I have studied & evaluated the performance
appraisal process as it is practised in the company through out the country.

CHAPTER 4
ORGANISATIONAL PROFILE

TYPE- Communication Service Provider
AVAILABILITY- PAN INDIA
OWNER- Government of India
KEY PEOPLE- Chairman & Managing Director Mr. PK Purwar
FOUNDED- 1st
October 2000
WEBSITE- www.bsnl.co.in
4.1 OVERVIEW OF BSNL:
BSNL is India’s oldest and largest Communication Service Provider (CSP).It’s Registered
and Corporate Office is at Bharat Sanchar Bhawan, H.C.MathurLane,Janpath, New
Delhi-110 001.Corporate Identity Number is U74899DL2000GOI107739
It is the largest provider of fixed telephony and is the fourth largest mobile
telephony provider in India as on 31st August-2019.Out of India’s total tele density of
90.94%, BSNL holds control over Telephone Connections, Wireless Segment & Broadband
(Wired) @ 10.26%, 9.45% & 51.81% respectively. BSNL was incorporated under Companies
Act 1956 on 15.09.2000 under R.O.C, Delhi as a Company& started the business of
providing telecom services and network management from the erstwhile Central
Government Departments of Telecom Services (DTS) and Telecom Operations
(DTO) on a going-concern basis with effect from 1st October-2000.It has footprints
throughout India expect for metropolitan cities of Mumbai & New Delhi which are managed
by MTNL, a CPSE which was curved out of DOT in 1985.
BSNL continued to be a profit making company upto the FY ending 2009-2010.After entry of
the Private Telecom Operatorshyper competition and pricing Pressures started in 2002
onwards have resulted in the decline of BSNL’s revenue.There has been an overall
revenue decline of 15-20% across the board inthe telecom sector. The sector is
witnessing thenew trend of fixed charging mechanism for allsorts of services; and,
owing to this and the highlyprice competitive market, the revenueearning drastically
reduced whereas operational and capital expenses kept increasing.BSNL was not
exception,it started making loss Balance Sheet from FY 2010 ending .At the Financial
Yearending March 31 2018 BSNL incurred a net loss of INR 7995.85Cr.It’s authorised

capital is Equity Shares-500,00,00,000 and Preference Shares-750,00,00,000 and solely
owned by the Government of India. However, till date this company is not a listed company.
4.2 PROFILE OF ORGANISATION:
 HISTORY:
The foundation of Telecom Network in India was laid by the British sometimes in 19th
century. The history of BSNL is linked with the beginning of Telecom in India. In 19th
century and for almost entire 20th, the Telecom in India was operated as Government of
India under the department of Post &Telegraph Department (P & T), In 1980s the
Department of Telecom (DoT) was separated from P &T. DoT was responsible for running
of Telecom services in entire countrytill formation of BSNL with effect from
01.10.2000.However telecom services of Delhi& Mumbai has been provided by MTNL.
As of the date, before announcement of the Revival Plan of BSNL, the financial viability of
BSNL was at stake due to silent price war between the different CSPs of the telecom sector
of the country and other various reasons.The Payroll of the company has 157427 permanent
employees on PAN India basis. The total employees are categorised into four groups i.e.
Group A-7424, Group B-38083, Group C-89451 and Group D-22469.Apart from this, the
company deploys casual labourers. Under the revival plan, the company has offered
Voluntary Retirement Scheme to its employees at the age group of 50 years and above
numbering approximately 1,00,000 with effect from 31.01.2020.Other measures taken are
allotment of 4G Spectrum, Land Monetisation. All these measures will be funded through
the budgetary provisions, issue of Bonds and Land monetisation.
“MAIN SERVICES BEING PROVIDED BY BSNL”
1.Mobile Services: GSM 2G, GSM 3G , GSM 4G
2. Broadband Services: Landline Broadband Mobile Broadband GSM Wi-Fi Wi0000
MAX Broadband Dial up Internet (DIAS) High Speed Fiber Broadband (FTTH) CDMA
Broadband:- EVDO Prepaid, EVDO Postpaid, EVDO Router.
3. Enterprise Business Enterprise Voice and Mobility:- EPABX, Voice VPN,
ISDN/PRI/BRI, Centrex, Mobile, Blackberry services
4. Internet Data Centre Services: - IDC Overview, Managed Colocation services,
Managed/Hosting Services, Managed IT Services, Cloud Services (PCaas)
5. Enterprise Data Services: - Leased Circuit (DLC), MPLS VPN, Internet Leased Line,
VSAT, VPN Services (Over BB, CDMA/3G)
6. Enterprise Broadband: - Wi-Max, Wi-Fi, DSL Broadband/FTTH Broadband
ORGANISATIONAL
PROFILE

7.Managed Services: - Managed Network Services (MNS), Managed Global Audio
Conferencing, Managed SaaS (Mail), Internet Data Centre
8.Other Enterprise Services:- Web Colocation, Fleet Tracking, Video Conferencing (VC),
Video Surveillance, Web Hosting, USOF Project and host of other innovative Enterprise
Business Solution Services
9. Landline Services: Telephone Lines, FLPP B-fone, Phone plus services Intelligent.
10. Network Services: - UAN service, Toll free numbers/services, VPN service, Tele voting
services BSNL PCO: - FLPP-PCO PRI/BRI/Dial-up Internet:- ISDN PRI, ISDN BRI
 BSNL’s PRESENT, FUTURE& CHALLENGES
Since it’s corporatisation in October 2000, BSNL has been actively providing connection in
both Urban & Rural areas and the efficiency of the company has drastically improved from
the days when one had to wait for years to get a phone connection to now when one can get
a connection in even hours. Pre-activated Mobile connections are available at all places
across India. BSNL has also unveiled very cost-effective Broadband internet access
plans.BSNL is pioneer of Rural Telephony in India. BSNL has recently bagged many prestigious
telecom projects viz NFS projects of Indian Defence, NOFAN-Project related to Digital India and
many more. However,presently the telecom sector of the country is passing through the turbulent
stage; the future of BSNL cannot be safely projected. It is solely dependent on the Revival policy of
the Company and the commitment of the left over employees of BSNL as on 1st
February 2020 and
the Government of India’s co-operation and of course customers satisfaction of the telecom user in
general.
 VISION, MISSION &OBJECTIVES OF BSNL:
VISION
• Be the leading telecom service provider in India.
• Be a customer focused organization with excellence in customer care and marketing.
• Leverage technology to provide affordable and innovative telecom services/products
across customer segments.
MISSION
 Be the leading telecom service provider.
• Becoming the most trusted preferred and admired telecom brand.
• Providing reliable telecom services that are value for money.
• Generating value for all stakeholders–employees, shareholders, vendors & business
associates.
• Excellence in customerservice-friendly,reliable, timeboundconvenient and courteous
service

• Offering differentiated products/services tailored to different service segments
• Developing a marketing culture that is responsive to customer needs
• Maximizing return on existing assets with sustained focus on profitability
OBJECTIVES
a) Increase sales revenue with focus onsubscriber retention &acquisition by way of
strengthening marketing, quality of service and customer delivery.
b) Accelerate the pace ofexpansion of mobile & data services with up-gradation of
technology.
c) Adopt policies and processes to enable transparent, quick and efficient decision
making.
d) Developing marketing team with attitude towards customer care.
e) Improve customer care by reducing fault rate, upgrading Customer service and
convergent billing.
f) Providing a conducive working environment with strong focus on performance to
enhance customer delight towards BSNL services.
g) Leverage data services to increase BSNL’s customers’base & revenues by providing
higher band widths capabilities for wire line and wireless broadband customers.
h) Strengthen company’sfinances by gainful utilization of its assets through
sharing/monetization of existing infrastructure like land, building and sharing of
passive Infrastructure like towers etc.
i) Creatin g Wi-fi Hot Spots and replacing Legacy wireline exchanges by NGN.
j) Expanding there of fibre network near to the customer premises particularly in
apartment complexes through FTTH in order to meet the bandwidth
requirement for both data & video applications.
K) Leverage the existing infrastructure of BSNL thereby contributing towards
nation building by facilitating the execution of government Programmes and
initiatives viz National Optical Fibre Network (NOFN), Network for Spectrum (NFS)
and Smart City concept.
l) Improve productivity by training and skill development and rationalization of
manpower.
m) Developing knowledge pool exposed to latest technological advancements.
n) To explore opportunities in international telecom in developing markets.
o) To become preferred service provider to the Government for reliable and secure
service Network and to serve National Security interests.

HIRERCHY OF BSNL,ASSAM TELECOM CIRCLE
Fig 4.1- Hiarerchy of BSNL, Assam Telecom Circle. Figure above represents the hiarerchy
of Assam Telecom Circle.Between CMD and CGMT there is Board of Directors-5 Nos of
BSNL appointed by Cabinet Approval Committee & Government nominated Directors-8
Nos.
CMD/CORPRATE OFFICE/DELHI
CGMT,ASSAMCIRCLE,GHY
GM/DBR
((
DDBR)R
R)RR)
GM/JRT GM/Tez
GM/NGN GM/Ghy GM/BGN GM/Sil CE/C CE/E
DGM (F)
AGM AO JAO
Group C
Group D
DGM
(Tech.)
AGM SDE JTO
Group C
Group D
SE
(Civil)
EE
(Civil)
SDE
Group C
Group D

TRAINING POLICY OF THE COMPANY
Main objective of the Company’s training policy provides “to enhance skills through training
to transform human resources into a motivated and efficient workforce that works toward
growth of the Company while taking on external challenges so as to build competitive
advantage for the Company.
Participation in National Skill Development Trainings
Skill Training for Youth
As part of nation building exercise, Your Company’s state of art training centres located at
various places offer skill training to the country’s youth in the areas of Telecom, Finance,
Electrical and Civil areas.
5687 candidates got skill development training during the year under review, in the
programmes conducted by RGMTTC Chennai, RTTC Thiruvananthapuram and in Tamil
Nadu Circle in arrangement with the Tamil Nadu Skill Development Corporation.
Training of the Directors
The Training Policy also aims at providing orientation & training programs to be offered to
the Board of Directors of the Company. It aims at building leadership qualities and
providing a platform to share the knowledge and skill.
Training on capacity building for the Govt. and Independent Directors
While the Govt. Nominee Directors are serving Class I Officers of the Central Government,
the Nonofficial Part-Time Directors, being men of eminence in public life with proven
expertise, bring their own value addition to the management of the company.
Keeping in view the important role of the Government Directors in effective management of
the CPSEs, the Government of India Department of Public Enterprises organises capacity
building programme for the newly inducted Govt. Directors, for which the Government
Directors are nominated.
Similarly, the Government of India Department of Public Enterprises also organise capacity
building / orientation programmes for the non-official independent directors. All the
independent directors attended the programmes conducted during the year under review.
Apart from these, whenever the Department of Public Enterprises conducts any special
training programmes, the Directors are nominated for attending the same.
Training of the Employees:
The company has in house training facility for its employees throughout the country.The
training centres are segmented in to different categories:
All India Level:(1)ALTTC,Gaziabad(2)DBATTC,Jabalpur(3)NATFM,Hyderabad etc.
Regional level: (1) RTTC,Guwahati(2)RTTC, Kolkata(3)RTTC,Lucknow(4)RTTC,Mysore
and so on through out the country,
Circle Level: (1)CTTC,Guwahati(2)CTTC,Shillong(3)CTTC,Kolkataand so on.

CHAPTER-5
DATA ANALYSIS

DATA ANALYSIS
From the study, I have collected & analysed the following data:
In order to get primary data, a total no of 50 randomly selected employees belonging to
BSNL were given to fill up the questionnaire. The data thus collected, helped in better
understanding of performance appraisal system of BSNL
The primary data collected has been analysed under:
Analysis 5.1- Awareness of the objectives of Performance Appraisal System
The study involves analysis of awareness of the objectives of Performance Appraisal System
(Refer to Q No. 1 in the Questionnaire for the employees given in the Annexure). The
following data has been arrived from the analysis.
Options Frequency Percentage
Very much 40 80%
Somewhat 6 12%
Don't know 4 8%
Total 50 100%
Table 5.1- Table showing the options of the above analysis along with the no. of respondents
(with sample size 50) &their percentage respectively
Graph 5.1- Bar Graph showing the percentage of the options in the above table
Interpretation- From the above table & graph, we can interpretate that, 80% of the
employees are very much aware of the objectives of PA System, 12% employees are
Very much Somewhat Don't know
80%
12% 8%
RESPONSE FOR AWARENESSOF THE
OBJECTIVES OF PA SYSTEM
Percentage

some what aware of it’s objectives whereas 8% simply don’t know about the
objectives of PA System.
Analysis 5.2- Help of PA systemin achieving organisational goal
The study involves analysis of the help of PA system in achieving organisational goal
Yes 40 80%
No 8 16%
Can't say 2 4%
Total 50 100%
Table 5.2- Table showing options of the above analysis along with the no. of
respondents (with sample size 50) & their percentage respectively
Graph 5.2- Pie Chart showing percentage of the options in the above table
Interpretation- From the above table & chart, we can interpretate that, according to 80% of
the employees, PA helps in achieving organisational goals, 16% of the employees thinks that
PA is of no help in achieving organisational goals whereas 4% of the employees can’t say
whether PA helps in achieving organisational goals or not.
80%
16%
4%
RESPONSES FOR THE HELP OF PA SYSTEM
IN ACHIEVING ORGANISATION GOALS
Yes No Can't say

Analysis 5.3- Participation of employees in the meeting of Performance Appraisal
The study involves analysis of the participation of employees in the meeting of
Performance Appraisal (Refer to Q No. 3 in the Questionnaire for the employees
given in the Annexure). The following data has been arrived from the analysis.
Yes 42 84%
No 8 16%
Total 50 100%
Table 5.3- Table showing the options of the above analysis along with the no. of
Graph 5.3- Cylindrical Graph showing the percentage of the options in the above table.
Interpretation- From the above table &graph, we can interpretate that, 84% of the
employees participate in meetings to discuss the activities, tasks & goals to be achieved
whereas 16% of the employees do not.
Analysis 5.4-Fixed duration for Performance Appraisal
Yes No
84%
16%
RESPONSE FOR PARTICIPATION OF
EMPLOYEES IN THE MEETING OF PA
Percentage

The study involves analysis whether Performance Appraisal should have a fixed
duration or not (Refer to Q No. 4 in the Questionnaire for the employees given in the
Annexure). The following data has been arrived from the analysis.
Yes 50 100%
No 0 0%
Total 50 100%
respondents (with sample size 50) & their percentage respectively.
Graph 5.4- Pie Chart showing the percentage of the options in the above table.
Interpretation- From the above table & graph, we can interpretate that, all the employees
feel that a particular duration has to be fixed by the organisation for PA.
Analysis 5.5- Effectiveness of PA in working efficiency of employees
100%
0%
RESPONSE FOR FIXED DURATION FOR
PERFORMANCEAPPRAISAL
Yes No

The study involves analysis of the effectiveness of Performance Appraisal in working
efficiency of employees (Refer to Q No. 5 in the Questionnaire for the employees
Yes 46 92%
No 4 8%
Total 50 100%
(with sample size 50) & their percentage respectively.
Graph 5.5- Conical Graph showing the percentage of the options in the above table.
Interpretation- From the above table & graph, we can interpretate that, about 92% of the
employees think that their efficiency is being affected by PA whereas 8% of the employees
do not think so.
Analysis 5.6- Development of high results by appraisal system
Yes No
92%
8%
RESPONSE FOR EFFECTIVENESS FOR PA IN
WORKING EFFICIENCY OF EMPLOYEES
Percentage

The study involves analysis of development of high results by appraisal system
Yes 40 80%
No 10 20%
Total 50 100%
respondents (with sample size-50) & their percentage respectively.
Graph 5.6- Pie Chart showing the percentage of the options in the above question
employees answers the above question to be ‘Yes’ whereas 20% of the employees answers
the same as ‘No’.
Appraisal 5.7- Contribution of PA system in potential appraisal
80%
20%
RESPONSE FOR DEVELOPMENT OF HIGH
RESULTS BY APPRAISAL SYSTEM
Yes No

The study involves analysis of the contribution of PA system in potential appraisal
Yes 36 72%
No 10 20%
Can't say 4 8%
Total 50 100%
Table5.7- Table showing the options of the above analysis along with the no. of
Graph 5.7- Pyramidal Graph showing the percentage of the options in the above question.
Interpretation- From the above table &graph, we can interpretate that, 72% of employees
think that the system contributes to the potential appraisal, 20% do not think so and 8% can’t
say anything about this.
Appraisal 5.8- Promotion process in the organisation
Yes No Can't say
72%
20%
8%
RESPONSES FOR CONTRIBUTION OF PA
SYSTEM IN POTENTIAL APPRAISAL
Percentage

The study involves analysis of the promotion process in the organisation (Refer to Q No. 8 in
the Questionnaire for the employees given in the Annexure). The following data has been
arrived from the analysis.
Options No. of respondents (SS-50) Percentage
Performance 14 28%
Experience 6 12%
Both 30 60%
Total 50 100%
Graph 5.8- Pie Chart showing the percentage of the options in the table
employees think that promotion is based on both performance & experience, 28% think that
promotion is based on performance whereas 12% thinks that it is based on experience.
Analysis 5.9- Transparency of Performance Appraisal system
28%
12%60%
RESPONSE FOR PROMOTION PROCESS BY
ORGANISATION
Performance Experience Both

The study involves analysis of the transparency of Performance Appraisal system (Refer to Q
No. 9 in the Questionnaire for the employees given in the Annexure). The following data has
been arrived from the analysis.
Yes 40 80%
No 10 20%
Total 50 100%
Graph 5.9- Bar Graph showing the percentage of the options in the above table.
employees feels that PA system is transparent & bias-free whereas 20% do not feel
so.
Analysis 5.10- Satisfactory level with the current PA system
Yes No
80%
20%
RESPONSE FOR TRANSPARENCYOF PA
SYSTEM
Percentage

The study involves analysis of the satisfactory level with the current performance appraisal
system (Refer to Q No. 10 in the Questionnaire for the employees given in the Annexure).
The following data has been arrived from the analysis.
Fully satisfied 30 60%
Satisfied 10 20%
Just satisfied 6 12%
Dissatisfied 4 8%
Total 50 100%
Graph 5.10- Pie Chart showing the percentage of the options in the above table
employees are fully satisfied, 20% are satisfied, 12% are just satisfied & 8% are
dissatisfied with the current PA system.
Analysis 5.11- Use of Performance Matrix for HR evaluation
60%20%
12%
8%
RESPONSE FOR THE SATISFACTION LEVEL
WITH THE CURRENTPA SYSTEM
Fully satisfied Satisfied Just satisfied Dissatisfied

The study involves analysis of the use of Performance Matrix for HR evaluation (Refer to Q
No. 11 in the Questionnaire for the employees given in the Annexure). The following data
has been arrived from the analysis.
KRA 4 8%
KPI 4 8%
IPMS 38 76%
All above 4 8%
Total 50 100%
Graph 5.11- Cylindrical Graph showing the percentage of the options in the above
table.
employees think that IPMS is used, 16% think that KRA & KPI is used whereas 8%
think that all of this is used as Performance Matrix for HR evaluation in BSNL.
Analysis 5.12- Satisfaction for the point allocation on the basis of performance Matrix
KRA KPI IPMS All above
8% 8%
76%
8%
RESPONSE FOR THE USE OF
PERFORMANCEMATRIX FOR HR
EVALUATION
Percentage

The study involves analysis for the satisfaction for the point allocation on the basis of
performance matrix (Refer to Q No. 12 in the Questionnaire for the employees given in the
Fully satisfied 40 80%
Satisfied 6 12%
Dissatisfied 2 4%
Uncertain 2 4%
Total 50 100%
Interpretation- From the above table & graph, we can interpretate that, 80% employees are
fully satisfied, 12% are satisfied, 4% are dissatisfied &4% remains uncertain for the point
allocation on the basis of Performance Matrix.
Analysis 5.13- Importance of strategic training by management
80%
12%
4% 4%
RESPONSE FOR SATISFACTION OF POINT
ALLOCATION ON THE BASIS OF
PERFORMANCEMATRIX
Fully satisfied Satisfied Dissatisfied Uncertain

The study involves analysis of the importance of strategic training by management (Refer to
Q No. 13 in the Questionnaire for the employees given in the Annexure). The following data
has been arrived from the analysis.
Strongly agree 36 72%
Strongly
disagree
14 28%
Total 50 100%
Graph 5.13- Pyramidal Graph showing the percentage of the options in the above
table.
Interpretation- From the above table &graph, we can interpretate that, 72% of
employees strongly agree that the management give importance to strategic training
whereas 28% strongly disagrees this fact.
Analysis 5.14- Conduction of formative evaluation to improve the training process
Strongly agree Strongly disagree
72%
28%
RESPONSE FOR IMPORTANCEOF
STRATEGIC TRAINING
Percentage

The study involves analysis of the conduction of formative evaluation to improve the training
process (Refer to Q No. 14 in the Questionnaire for the employees given in the Annexure).
Agree 10 20%
Strongly disagree 4 8%
Disagree 4 8%
Neither agree nor
disagree
2 4%
Total 50 100%
Graph 5.14- Pie Chart showing percentage of the options in the above table.
Interpretation- From the above table & graph, we can interpretate that, 60% of employees
strongly agrees, 20% agrees, 16% jointly strongly disagrees & disagrees whereas 4% neither
agrees nor disagrees that management conducts formative evaluation to improve the training
process.
Analysis 5.15- Mechanism for redressal of grievances of managers for poor grading
60%20%
8%
8% 4%
RESPONSE FOR CONDUCTION OF
FORMATIVE EVALUATION
Strongly agree Agree Strongly disagree Disagree Neither agree nor disagree

The study involves analysis of the mechanism for redressal of grivences of managers for poor
grading (Refer to Q No. 15 in the Questionnaire for the employees given in the Annexure).
Yes 48 96%
No 2 4%
Total 50 100%
Interpretation- From the above table & graph, we can interpretate that, 96% employees feels
that there is a mechanism for redressal of grievances but 4% of the employee doesnot.
Analysis 5.16- Scope to judge integrity of the employee
Yes No
96%
4%
RESPONSE FOR MECHANISM FOR
REDRESSAL OF GRIVANCES OF MANAGERS
FOR POOR GRADING
Percentage

The study involves analysis of the scope to judge integrity of the employees (Refer to Q No.
16 in the Questionnaire for the employees given in the Annexure). The following data has
been arrived from the analysis.
Yes 46 92%
No 4 8%
Total 50 100%
Graph 5.16- Bar Graph showing the percentage of the options in the above table.
employees feels that PA system provides a scope to judge the integrity of employees whereas
8% do not feel so.
Analysis 5.17- Scope to judge the attitude of the employees towards the weaker section
of the society
Yes No
92%
8%
RESPONSE FOR SCOPE TO JUDGE
INTEGRITY OF THE EMPLOYEES
Percentage

The study involves analysis of the scope to judge the attitude of the employees towards the
weaker section of the society (Refer to Q No. 17 in the Questionnaire for the employees
Strongly disagree 2 4%
Total 50 100%
(with sample size 50) & their percentage respectively.
Interpretation- From the above table & graph, we can interpretate that, 96%
employees strongly agrees that PA System provides a scope to judge the attitude of
the employees towards the weaker section of the society whereas 4% strongly
disagrees the fact.
Analysis 5.18- Scope to managers to elaborate the work performed by managers
96%
4%
RESPONSE FOR SCOPE TO JUDGE THE
ATTITUDE OF THE EMPLOYEES TOWARDS
THE WEAKER SECTION OF SOCIETY

The study involves analysis of the scope to managersto elaborate the work performed by
managers (Refer to Q No. 18 in the Questionnaire for the employees given in the Annexure).
Interpretation- From the above table & graph, we can interpretate that, 80% employees strongly
agees that the system elaborate the work performed by managers whereas 20% strongly disagrees
upon the fact.
Analysis 5.19- Vital role ofPA in promotion ofofficial/managers
80%
20%
RESPONSE FOR SCOPE TO MANAGERSTO
ELABORATE THEIR PERFORMANCE
Percentage
Strongly
disagree
10 20%
Total 50 100%

The study involves analysis of the vital role of Performance Appraisal in promotion of
official/managers (Refer to Q No. 19 in the Questionnaire for the employees given in the
Yes 48 96%
No 2 4%
Total 50 100%
Interpretation- From the above table & graph, we can interpretate that, 96% employees
think that PA system plays a vital role in promotion whereas 4% do not think so.
Analysis 5.20- Evaluation of health status of managers through PA
96%
4%
RESPONSE FOR THE VITAL ROLE OF PA IN
PROMOTION
Yes No

The study involves analysis of the evaluation of health status of managers through
Performance Appraisal (Refer to Q No. 20 in the Questionnaire for the employees given in
the Annexure). The following data has been arrived from the analysis.
Yes 50 100%
No 0 0%
Total 50 100%
Graph 5.20- Pie Chart showing the percentage of the options in the above table
Interpretation- From the above table & graph, we can interpretate that, all the employees
say that PA system evaluates the health status of the managers.
100%
RESPONSE FOR EVALUATION OF
HEALTH STATUS OF MANAGERS
Yes No

CHAPTER-6
FINDINGS,SUGGESATIONS&
RECOMMENDATIONS
FINDINGS

Below mentioned are the findings based on the questionnaires distributed among fifty
employees of BSNL,Assam Telecom Circle,Guwahati and the feed back
receivedthereof.The employees consisted of both Male and Female and of different
cadres of employees of the organisations.
 From the Table and Graph 5.1,it is found that the employees are aware of the
Performance appraisal system at large i.e.80% whereas 12% employees are
“some what” aware and 8% of the employees “Don’t Know” category.
 From the Table and Graph 5.2,it is found that 80% employees are aware that
the Performance appraisal system helps the organisation in achieving goals
whereas 16% employees are in “No” and 4 % of the employees are in “Can’t
say” categories.
 From the Table and Graph 5.3,it is found that 80% employees participate in
the meeting & clarify the activity,tasks& goals to be achieved whereas 16 %
do not participate in the process.
 From the Table and Graph 5.4,it is found that 100% employees agree that the
organisation has to make a fixed duration for performance appraisa process.
performance appraisal affect the working efficiency of employee as a
motivating factor,whereas 8% do not agree.
performance appraisal system is able to develop high results,whereas 20% do
not agree.
 From the Table and Graph 5.7,it is found that 72% employees think that the
PA system also contribute in potential appraisal,whereas 20% do not think and
rest 8% employees are in “Can’t say” category.
 From the Table and Graph 5.8,it is found that 28%,12% and60% employees
know that the promotion process in the organisation is based on
performance,Experience and Both respectively.
 From the Table and Graph 5.9,it is found that 80% of the employees think that
the present performance appraisal system is transparent and bias free whereas
20% do not think so.
 From the Table and Graph 5.10,it is found that 60% of the employees are
Fully satisfied, 20% are Satisfied, 12% are Just satisfied and 8% are not so
satisfied with the current performance appraisal system.
 From the Table and Graph 5.11,it is seen that employees are not aware of the
performance matrix being used for HR evalution in BSNL.8% with KRA,8%
with KPI,76% with IPMS rest 8% with all above.
 From the Table and Graph 5.12,it is found that 80%,12%,4%,4% emplyees are
fully satisfied,satisfied,dissatisfied and uncertain respectively about the point
allocation on the basis of performance matrix(i.e.KRA/IPMS).
 From the Table and Graph 5.13,it is found that 72% and 28% of the
employees respectively is strongly agree and strongly disagree that the

management give importance to strategic training suggested in performance
appraisal.
 From the Table and Graph 5.14,it is found that out of the 50 responents, 60%
strongly agree,20% agree,8% strongly disagree,8% disagree and 4% neither
agree nor disagree with that the management conduct formative evalution to
improve the training process.
 From the Table and Graph 5.15,it is found that 96% of the employees know
that there is mechanism in BSNL for redressal of grievances of managers for
poor grading whereas 4% of the employees don’t know the process.
 From the Table and Graph 5.16,it is found that 92% of the employees know
that the self appraisal system provides a scope to judge integrity of the
employee whereas 8% of the employees don’t know about the scope.
 From the Table and Graph 5.17,it is found that 96% of the employees strongly
agree that the self appraisal provides a scope to judge the attitude of the
employees towards the weaker section of the society and 4% employees
strongly disagree.
 From the Table and Graph 5.18,it is found that 80% of the employees strongly
agree that the Self Appraisal format provide scope to managers to elaborate
the work performed by managers whereas 20% employees strongly disagree
with scope.
 From the table and Graph 5.19,it is found that 96% of the employees know
that the self appraisal of the official/managers plays vital role in promotions
whereas 4% of the employees are unaware of the system.
 From the table and Graph 5.20,it is found that 100% of the employees are
aware that the health status of the managers are evaluated through self
appraisal.
Apart from the findings above,it is also found that in BSNL,the Executive
cadres are well aware of the Performance Appraisal System & APAR of each
and every executive has to be processed through eportal of BSNL’ ERP
system i.e. ESS module.The APAR ones submitted goes to the reporting
officer(s) and Reviewing Officer(s).On review,the APAR is returned to the
concern executive for acceptance of the grading awarded.In case of
dissatisfaction with grading,the executive may resend the APAR to the
Appeleate Authority for further redressel.Periodicity of Self Appraisal in
BSNL is a complete financial year i.e.April to March.However,in case of
transfer of the reporting officer,APAR of the executive need to be splited in
exceptional cases.

SUGGESATIONS& RECOMMENDATIONS
To the best of my knowledge,survey at BSNL during this two months periods and after
analysing the answers of the fifty employees or respondents of “BSNL,Assam Telecom
Circle,Guwahati”,following are the measures that the company make take granted for better
performance appraisal of the employees.
 The management should concentrate on better working environment to the
employees.
 The key concept of the performance appraisal should be marketed throughout the
organisation.Unless this is done,people would not accept it,be it how important to the
organisation.
 To establish a specific performance standards for each job position.
 Appraisal of the employees should be done both on Merit as well as Seniority.
 The job and the role expected from the employees should be decided well in advance
and that too with the consensus with them.
 To provide the opportunity for feedback,not only during the meetings but allowing the
employees to respond to the evalution in writings,detailing their disagreement or
position.
 The time period for conducting the appraisal should be revised,so that the exercise
becomes a continuous phenomenon and explore the report with the score card of the
employee if being maintained.
 Transparency into the system should be ensured through discussion about the
employee’s performance with the employee concerned and try to find out the grey
areas so that training can be implemented to improve on that.

CONCLUSION
It was indeed a great experience undergoing summer training project at Bharat Sanchar
Nigam Limited, Assam Telecom Circle,Guwahati.The project entitled “A study on
performance appraisal of employees at BSNL,Assam Telecom Circle,Guwahati”is a
brief study about performance appraisal and how much it is important in the
organisation.Accoring to study,the company is using grading method.Grades of 1-2 or 9-10
are expected to be the rare occurances and hence need to justify them.While awarding a
numerical grade the reporting and reviewing authorities should rate the officer against a
larger poplution of his/her peers that may be currently working undert them.
APARs graded between 8 and 10 will be rated as “outstanding” and will be given a score of 9
for the purpose of calculating average scores for empanelment/promotion.
APARs graded between 6 and 8 will be rated as “Very Good” and will be given a score of 7.
APARs graded between 4 and 6 will be rated as “ Good” and will be given a score of 5.
APARs graded below 4 will be given a score of “Zero”.
The term PA refers to the appraisal of the employees on the basis of their performance and it
has 10 key elements.The sources of PA include the immediate
supervisors,peers,suordinates,self appraisal and finally reviewing authority.In case of adverse
remark on PA,the company has system of appellate authority.
Hopefully,thesuggesations provided by me through this research work will be beneficial to
both the employees and the organisation.The recommendations are likely to justify the
drawbacks and problems faces by the company in respect of the area under study.The
guidance and support received from all persons in need during the course of reaserch for the
project was very much encouraging to me.

BIBLIOGRAPHY
BOOKS
 Human Resource Management (Kalyani Publishers) by Shashi
K Gupta & Rosy Joshi
 The Complete guide to Performance Appraisal by Richard
C.Grote
MAGAZINES/JOURNALS
 Annual Report 2017-18,BSNL
 Revival Plan of BSNL & MTNL
 VRS Circular of BSNL
WEBSITES
 www.bsnl.co.in
 www.bsnlassam.co.in
REFERENCE
Previous project

ANNEXURE
LIST OF TABLE & FIGURES
ANNEXURE
List of Tables & Figures

Sl. No. Particulars Table
No.
Fig
No./Graph
No.
Pg No.
1 Process of performance appraisal 1.1 10
2 Hirerchy of BSNL,Assam 4.1 22
3 Awareness of the objectives of Performance
Appraisal System
5.1 5.1 25
4 Help of PA system in achieving organisational
goal
5.2 5.2 26
5 Participation of employees in the meeting of
5.3 5.3 27
6 Fixed duration for Performance Appraisal 5.4 5.4 28
7 Effectiveness of PA in working efficiency of
employees
5.5 5.5 29
8 Development of high results by appraisal
system
5.6 5.6 30
9 Contribution of PA system in potential
appraisal
5.7 5.7 31
10 Promotion process in the organisation 5.8 5.8 32
11 Transparency of Performance Appraisal system 5.9 5.9 33
12 Satisfactory level with the current PA system 5.10 5.10 34
13 Use of Performance Matrix for HR evaluation 5.11 5.11 35
14 Satisfaction for the point allocation on the basis
of performance Matrix
5.12 5.12 36
15 Importance of strategic training by management 5.13 5.13 37
16 Conduction of formative evaluation to improve
the training process
5.14 5.14 38
17 Mechanism for redressal of grievances of
managers for poor grading
5.15 5.15 39
18 Scope to judge integrity of the employee 5.16 5.16 40
19 Scope to judge the attitude of the employees
towards the weaker section of the society
5.17 5.17 41
20 Scope to managers to elaborate the work
performed by managers
5.18 5.18 42
21 Vital role of PA in promotion of official/managers 5.19 5.19 43
22 Evaluation of health status of managers through
5.20 5.20 44
QUESTIONNAIRE
(Performance Appraisal System at BSNL)

Dear Sir / Madam ,
I have undertaken a project on a study on Performance Appraisal of employees at BSNL
Guwahati as a part of my BBA curriculum under Gauhati University at B.Borooah College.
I shall be highly obliged if you could kindly spare a few minutes and answer the following
questions . I assured that the information will be used for the research purpose only and it will
be kept confidential .
Thanking you.
BBA 5th Semester
B.Borooah College
Guwahati.
Mob:9435150995.
----------------------------------------------------------------------------------------------------------------
Name:________________________________________________________________
Designation: ____________________________________________________________
Department: ____________________________________________________________
Age:__________
(Please tick in the appropriate alternatives and offer your suggesations wherever feel
necessary)
1. Are you aware of the objectivesof the Performance Appraisal System?

 Very much [ ]
 Some what [ ]
 Don’t know [ ]
2. Do Performance Appraisal helpsthe organisationinachievinggoals?
 Yes [ ]
 No [ ]
 Can’t say [ ]
3. Do youparticipate inthe meeting&clarifythe activity,task& goalsto be achieved?
 Yes [ ]
 No [ ]
4. Shouldorganisationhave tomake afixeddurationforPerformance Appraisal?
 Yes [ ]
 No [ ]
5. DoesPerformance Appraisal affectthe workingefficiencyof employee?
 Yes [ ]
 No [ ]
6. Whetherthe appraisal systemis able todevelophighresults?
 Yes [ ]
 No [ ]
7. Do youthinkthat the systemwill alsocontribute inpotential appraisal?
 Yes [ ]
 No [ ]
 Can’t say [ ]
8. Promotionprocessinthe organisationisbasedon-
 Performance [ ]
 Experience [ ]
 Both [ ]
9. Do you think that the present Performance Appraisal system is transparent & bias free?
 Yes [ ]
 No [ ]
10. Are you satisfiedwiththe currentPerformance Appraisal system?
 Fully satisfied [ ]
 Satisfied [ ]
 Just satisfied [ ]
 Dissatisfied [ ]
11. WhichPerformance Matrix isusedforHR evaluationinBSNL?
 KRA [ ]
 KPI [ ]
 IPMS [ ]
 All above [ ]

12. To what extentare yousatisfiedforthe pointallocation Performance Matrix onthe basisof
(ie.KRA/IPMS)?
 Fully satisfied [ ]
 Satisfied [ ]
 Dissatisfied [ ]
 Uncertain [ ]
13. Does the management give importance to strategic training suggested in Performance
Appraisal?
 Strongly agree [ ]
 Strongly disagree [ ]
14. Does the management conduct formative evaluation to improve the training process?
 Agree [ ]
 Disagree [ ]
 Neither agree nor disagree [ ]
15. Is there anymechanismin the organisation for redressal of grievances of manager for poor
grading?
 Yes [ ]
. No [ ]
16. Doesthe Self Appraisal systemprovide ascope tojudge integrityof the employee?
 Yes [ ]
 No [ ]
17. Does the Self Appraisal system provides a scope to judge the attitude of the employees
towards the weaker section of the society?
18. Doesthe Self Appraisal formatprovide scope tomanagerstoelaborate the workperformed
by managers?
19. Doesthe Self Appraisal of the official/managersplaysvitalrole inpromotion?
 Yes [ ]
 No [ ]
20. Doesthe healthstatusof the managersevaluatedthroughSelfAppraisal?
 Yes [ ]
 No [ ]
Give your suggestions for the improvement of Performance Appraisal system in BSNL,Guahati-

_____________________________________________________________________________
_____________________________________________________________________________
Thank you for your sincere coperation

Performance appraisal

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