Project Report of performance appraisal of bsnl.docx

A
PROJECTREPORT
ON
“A STUDY ON PERFORMANCE APPRAISAL IN BSNL”
SUBMITTED TO
RASHTRASANT TUKADOJI MAHARAJ NAGPUR
UNIVERSITY, NAGPUR
IN PARTIAL FULFILLMENT FOR THE DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION
SUBMITTEDBY
AJINKYA RAJUJI SATKAR
GUIDEDBY
Ms. POOJA NIKHAR
PRERNA COLLEGE OF COMMERCE
Reshimbagh square Nagpur-440009
2021-2022

CERTIFICATE
This is to certify that the project entitled “A STUDY ON
PERFORMANCEAPPRAISALIN BSNL” submitted byAJINKYA RAJUJI
SATKAR to Rashtrasant Tukadoji Maharaj Nagpur University, Nagpur for the
partial fulfillment of the requirement for the degree of Bachelor of Business
Administration is a bonafied research work carried out under my guidance and
supervision. It is a piece ofresearch work ofsufficiently high standard to warrant
it submission to the University for Reward of the said degree.
The assistant and the help rendered to the research during course of this
research in the form of basic source material and information have been duly
acknowledged.
PROJECT GUIDE COURSE COORDINATOR
Ms. POOJANIKHAR MS. POOJAGADWE
PRINCIPAL
DR. UJWAL LANJEWAR

DECLARATION
I hereby declare that this project titled “A STUDY ON PERFORMANCE
APPRAISAL IN BSNL” has been submitted as project report is partial fulfillment
of Bachelor of Business Administration.
The sourceofmaterial and data used in the studyhave been duly acknowledge
and certified.
Place:Nagpur AJINKYA RAJUJI SATKAR
Date:

ACKNOWLEDGEMENT
It express my sincere and hearty gratitude to Ms. POOJANIKHAR my
project guide for giving me an opportunity and supportto carry out this project
without whose able guidance this project would ever materialize. It was here
polite talks, Keen interest, knowledge, and practical suggestion that inspired me
to bring out the best.
I gratefully acknowledge my deepest gratitude to honorable President
Prof. R. C. GULHANE, honorable Secretary Dr. S. C. GULHANE and
honorable Director Dr. Pravin Joshi for their persistent inspiration and the
Principal Dr. UJWAL LANJEWAR for his conservative suggestion and
constant encouragement.
I also want to thank my friends, my family and all the members who
were associated directly or indirectly in making my project successful.
Place:Nagpur AJINKYA RAJUJI SATKAR
Date:

INDEX
SR. NO. PARTICULARS PAGE
NO.
1.
2.
3.
TITLE
ABSTRACT
INTRODUCTION
4. COMPANY PROFILE
5. AIM AND OBJECTIVES
6. HYPOTHESIS
7. RESEARCH METHODOLOGY
8. DATA COLLECTION
 PRIMARY DATA
 SECONDARY DATA
9. ANALYSIS OF DATA AND HYPOTHESIS TESTING
10. SCOPE AND LIMITATIONS
11. CONCLUSION AND SUGGESTION
12. BIBLIOGRAPHY

ABSTRACT
The Bharat Sanchar Nigam Limited located in Sakkardhara Telephone
Exchange, Nagpur, BSNL is India’s oldest and largest communication Service Provider.
Currently BSNL has a customer base of 64.8million (basic and mobile telephony). It
has footprints throughout India except for the metropolitan cities of Mumbai and New
Delhi which are managed by MTNL.
Objectives of the study are to find out the satisfaction level of the performance appraisal
system, to analyze the level of achievement, to estimate the benefit of the performance
appraisal system to the organization and to the individual.
The study is conducted by survey method using structured questionnaire with five point
rating scale. Total population study was adopted. Data was analyzed using simple
percentage and chi-square test.
The study had been conducted to analyze the effectiveness of performance Appraisal
system on the managerial employees of the Bharat Sanchar Nigam Limited.
Effective performance appraisal method encourages employees in work and it also
helps in improving their individual responsibility which in turn improves profitability
of the organization.

 INTRODUCTION
“Performance appraisal” is a process of evaluating an employee’s
performance of a job in terms of its requirements. It is a “process of
estimating or judging the value, excellence, qualities or status of some
object, person or thing”. Performance appraisal has been considered as a
most significant and essential tool for an organization, for the information
it provides is highly useful in making decisions regarding various personal
aspects such as promotions and merit increases.
Performance appraisal is necessary to measure the performance of the
employees and the organization to check the progress towards the desired
goals and aims. The latest mantra being followed by organizations across
the world being – “get paid according to what you contribute” – the focus
ofthe organizations is turning to performance management and specifically
to individual performance. Performance appraisal helps to rate the
performance of the employees and evaluate their contribution towards the
organizational goals. If the process ofperformanceappraisals is formal and
properly structured, it helps the employees to clearly .
McGregorsays:“Formalperformance appraisalplans are designedto
meet three needs, one of the organization and the other two of the
individual, namely:
(i) They provide systematic judgments to back up salary increases,
transfers, demotions or terminations.
(ii) They are means of telling a subordinate how he is performing, and
suggesting needed changes in his attitudes, skills or job knowledge.
They let him know “where he stands” with the boss.
(iii) They are used as a base for coaching and counseling the individual
by the superior.
On the basis of merit rating or appraisal procedures of various
companies in India, the main objectives of employee performance

appraisal are:
(i) To enable an organization to maintain an inventory of the number
and quality of all managers and to identify and meet their training
needs and aspirations;
(ii) To determine increments rewards and provide a reliable index for
promotions and transfers to positions of greater responsibility;
(iii) To maintain individual and group development by informing the
employee of his performance standard;
(iv) To suggest ways of improving the employee’s performance when he
is not found to be up to the mark during the review period.
(v) To identify training and development needs and to evaluate effectiveness
of training and development programs.
(vi) To plan career development, human resources planning based on
potentialities.
 COMPANY PROFILE
Overview of BSNL
BSNL is India’s oldest and largest communication Service Provider.
Currently BSNL has a customer base of 64.8 million (basic and mobile
telephony). It has footprints throughout India except for the metropolitan
cities of Mumbai and New Delhi which are managed by MTNL. As on
January 18, 2021 BSNL commanded a customer base of 1.2 billion wire
line, 3.6 million CDMA-WILL and 1billion GSM mobile subscribers.
BSNL’s earnings for the Financial Year ending March 31, 2021stood at
INR 401.8b (US$9.09 billion) with net profit of INR 89.4b (US$ 2.02
billion).
Profile of organization:
History:
The foundation of Telecom Network in India was laid by the British sometime in 19th
century. The history of BSNL is linked with the beginning of Telecom in India. In 19th
century and for almost entire 20th century, the Telecom in India was operated as a
Government of India wing. Earlier it was part of erstwhile post and Telegraph

Department (P&T). In 1975 the Department of Telecom (DoT) was separated from
P&T. DoT was responsible for running of Telecom services in entire country until 1985
when Mahanagar Telephone Nigam Limited(MTNL) was carved out of DoT to run the
telecom services of Delhi and Mumbai. It is a well known fact that BSNL was carved
out of Department of Telecom to provide level playing field to private telecoms.
Subsequently in 1990s the telecom sector was opened up by the Government for Private
Investment, therefore it became necessary to separate the Government’s policy wing
From Operations wing. The Government of India corporatized the operations wing of
DoT on October 01, 2000 and named it as Bharat Sanchar Nigam Limited (BSNL).
BSNL operates as a public sector.
Main services being provided by BSNL:
BSNL provides almost every telecom service, however following are the main
Telecom services being provided by BSNL in India:-
 UNIVERSAL TELECOM SERVICES:
Fixed wire line services and wireless in Local Loop (WLL) using CDMA
Technology called bfone and Tarang respectively BSNL is dominant operator in fixed
line. As on March 31, 2021(end of financial year) BSNL had 76% share of fixed and
WLL phones. BSNL MOBILE- CELL ONE, PRE-PAID-EXCEL
 CELLULAR MOBILE TELEPHONE SERVICES:
BSNL is major provider of Cellular Mobile Telephone Services using GSM
platform under brand name Cell one. Pre-paid Cellular Services of BSNL are know as
Excel. As on March 31, 2007 BSNL had 17% share of mobile telephony in the country.
DATA ONE BROAD BAND
 INTERNET :
BSNL is providing internet as dial-up connection (saccharine) and ADSL- Broad band
Data one. BSNL has around 50% market share in broadband in India. BSNL has planned
aggressive rollout in broadband for current financial year.
 INTELLIGENT NETWORK:
BSNL is providing IN services like Tele voting, toll free calling, premium calling etc.
BSNL present and future:
Since its corporation in October 2000, BSNL has been actively providing
Connections in both urban and 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 many places across India. BSNL has also unveiled very cost
effective Broadband internet access plans (Data One) targeted at homes and small
businesses. At present BSNL enjoys 47% of market share of ISP services.
 Products
 BSNL LANDLINE o BSNL MOBILE
 POSTPAID
 PREPAID
 UNIFIED MESSAGING
 GPRS/WAP/MMS
 DEMOs
 TARIFF o BSNL WLL o INTERNET SERVICES
 NETWORK
 BROADBAND
 WI-FI
 CO-LOCATION SERVICE
 BSNL WEB HOSTING
 DIAL UP INTERNET
 SMS & BULK SMS o BSNL BROADBAND o BSNL
MANAGED NETWORK SERVICES o BSNL MPLS-
VPN o ISDN o LEASED LINE o INTELLIGENT
NETWORK

 FREE PHONE SERVICE
 PREMIUM RATE SERVICE INDIA TELEPHONE
CARD
 VIRTUAL PRIVATE NETWORK(VPN)
 VOICE VPN
 UNIVERSAL NUMBER
 UNIVERSAL PERSONAL NUMBER
 TELE VOTING o VIDEO CONFERENCING o AUDIO
CONFERENCING o TELEX/ TELEGRAPH o EPABX
 EPABX
 FREE EPABX
 CENTREX o HVNET o INMARSAT o
TRANSPONDER
Thus, these are the various products offered by BSNL to their valued customers
according to their requirements. Today, BSNL is India’s largest Telecom and one
of the largest public sectors undertaking of the country with authorized share capital
of US$ 3.95 billion (INR 17,500 Crores) and net worth of US$ 14.32 billion.

 AIM
There are two types of primary purpose of Performance Appraisal are
Evaluation and Development.
I. Evaluation :- A systematic determination of a subject's merit, worth and
significance, using criteria governed by a set of standards.
II. Development:- A process that creates growth, progress, positive change or
the addition of physical, economic, environmental, social and demographic
components.
 OBJECTIVE
The main objective of performance appraisals is to measure and improve the
performance of employees and increase their future potential and value to the
company. Other objectives include providing feedback, improving communication,
understanding training needs, clarifying roles and responsibilities and determining
how to allocate rewards.
• To find out the satisfaction level for the Performance Appraisal system in
the BSNL (Bharat Sanchar Nigam Limited).
• To get suggestions from the employees for further improvement in existing
performance appraisal system.
• To contribute to the growth of the organization
• To measure the subjectivity and objectivity, which influence the existing
Performance appraisal system and remove the subjectivity and to increase
the objective.
 HYPOTHESIS
1. The behavior of employees does not change after performance appraisal.
2. There is no association between performance system and increment in salary.
3. Performance of employees does not improve after performance appraisal.

4. There is no association between performance appraisal and satisfaction level of
employees.
H0 :-There is no significant relationship between age and level of effectiveness of
performance appraisal.
H1 :- There is close significant relationship between monthly Income and level of
effectiveness of Performance Appraisal.
 REASEARCH METHODOLOGY
DATA COLLECTION
There are 2 types of data available to a researcher. They are primary data and
secondary data.
Primary Data:
Primary data was collected from employees through the questionnaire.
Secondary Data :
Secondary data is the organization profile and was collected from the website.
SAMPLING METHODS :
• Type of Survey : Sample Survey
• Sample Unit : Employees from Bharat Sanchar Nigam Limited
• Sample Size : The sample size was limited to 100.
• Sampling Plan : Stratified Sampling Technique
Descriptive ResearchDesign:
This study is a descriptive research design based on survey method; First hand
data were collected from the employees through questionnaire method.
Descriptive research describes the characteristics of a particular individual, or of
a group, the researcher has come to know the need of performance appraisal
required in BSNL so survey will be made to know the level of performance
appraisal level from the employees in Bharat Sanchar Nigam Limited Telephone
Exchange office Sakkardhara , Nagpur.
DATA COLLECTION PROCESS :

The employees were met at their organization and interview schedule was
distributed to them for which their responses were collected.
TOOLS FOR ANALYSIS :
Percentage Analysis
Percentage method is adopted to derive the exact representation of each of the
attribute from a group of responses. For each of the responses group total is first
ascertained. Each individual responds in the group of the divided by the total of
the group can multiple by hundred and the percentage is derived. Highest
percentage is given first rank followed by other descending rankings.
No. of response
Percentage of respondents = ---------------------------------- * 100
Total number of respondent
Chi-Square Analysis
A chi square test, developed by Prof. Fisher is considered as an important test
amongst the several tests used in statistics for judging the significance of the
sampling data. It is statistical measure with the help of which it is possible to
assess the significance of the difference between the observed frequencies and
the expected frequencies obtained from some hypothetical universe. Chi-square
test enables us to test whether more than two population proportion can be
considered equal. In order to that a chi-square test may be grouped in some way
and the theoretical distribution must be adjusted to give the same total frequency
which is equal to that of observed frequencies. The observed and expected
frequencies completely coincide when the chi-square is zero.
-E)2
E
Where O = Observed frequency E = Expected
frequency
E = Row total x Column total
Grand total 2.3.5

 ANALYSIS OF DATA AND HYPOTHESIS
TESTING
DATA ANALYSIS:-
The collection of data, there are two important things – the sources of
information and the method of collecting the data. Sources of data can be primary or
secondary. Primary sources include the original documents i.e. the first reporting of
facts while secondary sources are facts from primary sources.
According to PROF JOHN GATTING –“Analysis of data refers to seeking the data in
the light of hypothesis of research questions and the prevailing theories and drawing
conclusions that are as amenable to theory formation as possible ”Interpretation is the
task of drawing conclusions and inferences from a careful analysis of data.
Analysis and Interpretation means mass data need to be reduced to meaningful number
by using various statistical devices like averages, mean, percentage, correlation, rank
correlation, regression, pie diagrams, simple bar diagram, horizontal bar diagram,
cylindrical bar diagram, graph, percentage bar diagram etc. For materials evaluation,
relevance, suitability for age, needs of learners and sequencing are also to be seen.
DISCUSSION
The data’s collected are discussed by applying statistical tools namely
Percentage Analysis & Chi-Squrae Analysis and they are represented in
diagrammatic form and inference are given for each factors in this
chapter.

TABLE NO. 1
GENDER OF THE EMPLOYEES:
Sr.no. Gender No. of
Respondents
Percentage%
1 Female 37 37%
2 Male 63 63%
Total 100 100%

Fig. 1
INFERENCE:-
From the above table it is inferred that 37.0% of the
respondents are Female and 63.0% of the respondents
are male respondents.
TABLE NO. 2
AGE LEVEL OF THE EMPLOYEES :-
Sr.
No.
Age Level No. of
Respondents
Percentage%
1. Below 35
years
35 35%
2. 36-45 years 34 34%
3. Above 45
years
30 30%
Total 100 100%

Fig 2
INFERENCE:-
It is identified from the above table that 35.0% of the
respondents belongs to below 35 years, 34.0% ofthe respondents belongs to 36-
45 years of age level and 30.0% of the respondents belongs to above 45 years of
age level.
TABLE NO. 3
DESIGNATION OF THE EMPLOYEES

Fig.3
INFERENCE:
It is found from the above table that 20.0% of the respondents
were clerk grade, 21.0% of the respondents were officer grade, 16.0% of the
respondents were operator grade, 28.0% of the respondents were supervisor
grade, 14.0% of the respondents were engineer grade and 1.0% of the
respondents were Manager grade.
Table no. 4
Sr.no. Designation No. of
Respondents
Percentage%
1. Clerk 20 20%
2. Officer 21 21%
3. Operator 16 16%
4. Supervisor 28 28%
5. Engineer 14 14%
6. Manager 1 1%
TOTAL 100 100%

DEPARTMENT OF THE EMPLOYEES
Sr.no Department No. of respondents Percentage%
1. JTO(Junior Telecom officer) 3 3%
2. SDE(Sub-Divisional Engineer) 2 2%
3. DE(Divisional Engineer) 5 5%
4. DGM(Deputy General Manager) 3 3%
5. DM(Draughts Man) 6 6%
6. TSO(TelecomSupervisor
officer)
12 12%
7. SSO(Senior Section Officer) 6 6%
8. TOA(Telecom Office Assistant) 15 15%
9. TS(Telecom supervisor) 11 11%
10. TO(Telecom operator) 7 7%
11. TC(Telecom clerk) 9 9%
12. CTS(Chief Trunk Supervisor) 6 6%
13. STS(Senior Trunk Supervisor) 8 8%
14. SS(Section Supervisor) 7 7%
Total 100 100%

Fig.4
INFERENCE :
It is found from the above table that 3.0% of the respondents have been
working in JTO department, 2.0% of the respondents have been working
in SDE department, 5.0% of the respondents have been working in DE
department, 3.0% of the respondents have been working in DGM
department, 6.0% of the respondents have been working in DM
department, 12.0% of the respondents have been working in TSO
department, 6.0% of the respondents have been working in SSO
department, 15.0% of the respondents have been working in TOA
department, 11.0% of the respondents have been working in TS
department, 7.0% of the respondenthave been working in TO department,
9.0% of the respondenthave been working in TC department, 6.0% of the
respondenthave been working in CTS department, 8.0% ofthe respondent
have been working in STS department, 7.0% of the respondenthave been
working in SS department.

Table no. 5
EXPERIENCE OF THE EMPLOYEES
Sr.
No.
Experience (in years) No.of
Respondents
Percentage
(%)
1 Up to 5 years 2 2%
2 5-15 years 26 26%
3 16-25 years 27 27%
4 Above 25 years 45 45%
TOTAL 100 100%
Fig.5
INFERENCE:
From the above table it is found that 2.0% of the
respondents have up to 5 years of experience, 26.0% of the respondents
have 5-15 years ofexperience, 27.0% ofthe respondents have 16-25 years
of experience and 45.0% of the respondents have above 25 Years of
experience .

Table no. 6
MONTHLY INCOME LEVEL OF THE EMPLOYEES
Sr.no. Monthly income No. of respondents Percentage%
1 Up-to Rs.12000 25 25%
2 Rs.12001 – Rs.20000 28 28%
3 Above Rs. 20000 47 47%
TOTAL 100 100%
Fig.6
INFERENCE:
It is found that the abovetable that 25.0% ofthe respondents
have their monthly income up-to 12000, 28.0% of the respondents have
their monthly income in the range of Rs.12001-Rs.20000, 47.0% of the
respondents have their monthly income of above Rs.20000.

Table no.7
LEVEL OF EFFECTIVENESS OF PERFORMANCE APPRAISAL
Sr.no. Level of
Effectiveness
No. of respondents Percentage%
1 Low 32 32%
2 Medium 33 33%
3 High 35 35%
TOTAL 100 100%
Fig.7
INFERENCE:
It is observed from the above table that 32.0% of the respondents have
low level of effectiveness, 33.0% of the respondents have medium level
of effectiveness, and 35.0% of the respondents have high level of
effectiveness with respect to Performance Appraisal.

Table no.8
AWARENESS OF PERFORMANCE APPRAISAL
Sr.no. AWARENESS NO OF
RESPONDENTS
PERCENTAGE
(%)
1 Yes 72 72%
2 No 28 28%
TOTAL 100 100%
Fig.8
INFERENCE:
It is observed from the above table that 72.0% of the respondents
have aware of performance appraisal, 28.0% of the respondents has
not know about performance appraisal.

Table no. 9
NUMBER OF EMPLOYEES APPRAISED DURING SERVICE PERIOD
Fig.9
INFERENCE:
have not appraised in service period, 68.0% of the respondents have appraised
in service period.
Sr.no. Appraised No of respondents Percentage%
1 Yes 68 68%
2 No 32 32%
TOTAL 100 100%

Table no.10
EMPLOYEES OPINION FOR PERFORMANCEAPPRAISAL
Sr.no. EMPLOYEES OPINION No. of respondents Percentage%
1 Evaluation of employees 30 30%
2 Promotion of employees 24 24%
3 Job satisfaction of
employees
28 28%
4 Motivation 18 18%
TOTAL 100 100%
Fig.10
INFERENCE:
said that Performance appraisal is done for evaluating the employees,
24.0% of the respondents has said that performance appraisal is done for
promotion of employees, 28.0% of the respondents has said that
performance appraisal is doneforjob satisfaction ofemployees and 18.0%
of the respondents have said that performance appraisal is done for
motivation.

Table no. 11
FREQUENCY OF PERFORMANCE APPRAISAL
Sr.
no.
FREQUENCY OF
PERFORAMANCE APPRAISAL
No. of
Respondents
Percentage
%
1 Once in a year 89 89%
2 Once during the service period 7 7%
3 Never 0 0%
4 Can’t say 4 4%
TOTAL 100 100%
Fig.11
INFERENCE:
said that frequency of performance appraisal is done in any time they
can’t say, and 7.0% of the respondents said that they will be evaluate
once in during service period and 89.0% of the respondents said that
performance appraisal is done in once in a year.

Table no.12
GAP BETWEEN PERFORMANCE APPRAISALS
Sr. no. FREQUENCYOF
PERFORAMANCE
APPRAISAL
No. of respondents Percentage%
1 Quarterly 20 20%
2 Half-yearly 44 44%
3 Yearly 36 36%
TOTAL 100 100%
Fig.no.12
INFERENCE:
said that there is quarterly gap between two appraisal periods, 44.0% of
the respondents have said halfyearly and 36.0% of the respondents have
said that there is yearly gap between the two appraisal periods.

Table no.13
Who should do the Appraisal?
Sr. no. Appraisers No. of
Respondents
Percentage%
1 Superior 78 78%
2 Peer 5 5%
3 Self-Appraisal 2 2%
4 Sub-ordinate 4 4%
5 Consultant 4 4%
6 All the above 2 2%
7 Superior + Peer 5 5%
TOTAL 100 100%
Fig.13
INFERENCE:
It is observed from the above table that 78.0% of the respondents have chosen
superior as a appraiser, 5.0% of respondents have chosen superior + peer and

peer, 4.0% of the respondents have chosensub-ordinate and consultant as their
appraiser and 2.0% of the respondents have chosenself-appraisal is the best
way for appraising.
Table no. 14
METHOD OF PERFORMANCE APPRAISALFOLLOWED IN BSNL
Sr. mo. Method No. of respondents Percentage%
1 Ranking Method 58 58%
2 Paired Comparison 15 15%
3 Critical Incidents 4 4%
4 MBO 12 12%
5 360 degree 5 5%
6 Assessment Centre 6 6%
TOTAL 100 100%
Fig.14
INFERENCE:
have chosenranking method, 15.0% of the respondents have chosen
paired comparison, 4.0% of the respondents have chosencritical
incidents, 12.0% of the respondents have MBO, 5.0% of the respondents

have chosen360 degree, 6.0% of the respondents have chosen
Assessment centre for Performance Appraisal.
Table no.15
DOES PERFORMANCE APPRAISALHELPS IN POLISHING SKILLS
AND PERFORMANCE AREA
Sr. no. Options No of respondents Percentage%
1 Yes 74 74%
2 No 10 10%
3 Somewhat 16 16%
TOTAL 100 100%
Fig.15
INFERENCE:
accepted that performance appraisal helps employees to polish the skills,
10.0% of the respondents said that performance appraisal does not serve this
purposeand 16.0% were not able to respond as to whether it serve any such
purposes ornot.

Table no.16
DOES PERFORMANCE APPRAISLLEADS TO IDENTIFYHIDDEN
POTENTIAL
Sr. no. Options No. of respondents Percentage%
1 Yes 91 91%
2 No 2 2%
3 Somewhat 7 7%
TOTAL 100 100%
Fig.16
INFERENCE:
said that Performance Appraisal helps them to identify potential, 2.0% of the
respondents said that performance appraisal does not helps to identify the

potential and 7.0% of the respondents have said that performance appraisal
somewhat helps to identify the potential.
Table no. 17
IF GIVEN A CHANCE, WOULD EMPLOYEES LIKE CURRENT
APPRAISAL TECHNIQUE TO REVIEW
1 Yes 87 87%
2 No 4 4%
3 Can’t say 9 9%
TOTAL 100 100%
Fig.17
INFERENCE:
have suggested the performance appraisal should be reviewed, 4.0% of the

respondents have said that the current performance appraisal is good no need to
review and 9.0% of the respondents have said that they can’t say that the
performance appraisal should be reviewed.
Table no. 18
PROMOTION, TRANSFER, DEMOTION, SUSPENSIONAND
DISMISSALIS PURELY BASED ON THE PERFORMANCE
APPRAISAL
Fig.18
INFERENCE:
1 Yes 70 70%
2 No 9 9%
3 Sometimes 21 21%
TOTAL 100 100%

have said that the promotion, demotion is all based that Performance appraisal,
21.0% of the respondents have said that sometimes it is based on the
Table no. 19
OVERALL PERFORMANCEIN LAST THREE YEARS
Sr. no. Options No. of respondents Percentage %
1 Strongly Satisfied 24 24%
2 Satisfied 55 55%
3 Neutral 19 19%
4 Dissatisfied 2 2%
5 Strongly
dissatisfied
0 0%
TOTAL 100 100%
Fig.no.19

INFERENCE:
It is observed from the above table 24.0% of the respondents have
strongly satisfied the performance appraisal, 55.0% of the respondents have
satisfied the performance appraisal,19.0% of the respondents have neutral with
the performance appraisal and 2.0% of the respondents have not satisfied with
the performance appraisal.
Table no. 20
AFTER PERFORMANCEAPPRAISALIMPROVEMENT IN YOUR
PERFORMANCE
Sr. No. Options No. Of respondents Percentage%
1 10-20 2 2%
2 20-30 6 6%
3 Above 30 30 30%
4 Motivation 62 62%
TOTAL 100 100%
Fig.no.20
INFERENCE:

have said that after performance appraisal they have improvement of 10-20,
6.0% of the respondents said 20-30 and 30.0% of the respondents have said
after performance appraisal they have improvement of Above 30 and 62.0% of
the respondents have said that after performance appraisal they motivate
themselves.
Table no. 21
DOES BSNLFOLLOW 360 DEGREEPERFORMANCEAPPRAISAL
PROCESS
Sr. No. Options No. Of respondents Percentage%
1 Yes 5 5%
2 No 95 95%
TOTAL 100 100%
Fig.no.21
INFERENCE:
have agreed that they are following the 360 performance appraisal method and

95.0% of the respondents have not said that they are not following 360 degree
Performance appraisal method.
Table no. 22
WHETHER BSNL EMPLOYEES SUPPORTSTHE 360 DEGREE
PERFORMANCEAPPRAISAL METHOD
Sr.no. Factors LEVEL OF EFFECTIVENESS
Agree Neither agree
nor Disagree
Disagree
1 360 degree helps to
provide an atmosphere
where all are
encouraged to share one
another burden.
18(16.66%) 63(45.3%) 19(35.8%)
2 360 degree helps
employee to set and
achieve goals.
57(52.7%) 23(16.5%) 20(37.7%)
3 360 degree gives
constructive criticism in
a friendly and positive
manner.
33(30.5%) 53(38.1%) 14(26.4%)
GRANT TOTAL 108 139 53
Level of effectiveness
(Mean)
36 46.33 17.66

INFERENCE:
 63.0% of the respondents neither agree nor disagree that 360
degree performance appraisal helps them to provide an
atmosphere where all are encouraged to share one another
burden.
 53.0% of the respondents have agreed that 360 degree
performance appraisal helps employee to set and achieve the
goals.
 53.0% of the respondents have neither agreed nor disagree
that 360 degree gives constructive criticism in a friendly and
positive manner.
 CHI-SQUARE – HYPOTHESIS TESTING:
Table no. 1
AGE AND LEVEL OF EFFECTIVENESS OF
PERFORMANCE APPRAISAL (TWO WAY TABLE)
Age Level of effectiveness ROW
TOTAL
LOW MEDIUM HIGH
Below 35
years
12 16 6 34
36-45 years 10 7 18 35
Above 45
years
10 10 11 31
COLUMN
TOTAL
32 33 35 100
Null Hypothesis (H0) : There is no significant relationship between age
and level of effectiveness of performance appraisal.
Alternative Hypothesis (H1): There is close significant relationship between
age and level of effectiveness of performance appraisal.
Chi- -E) ^2/ E

Age LEVEL OF EFFECTIVENESS ROW
TOTAL
LOW MEDIUM HIGH
Below 35 years O
E
12 16 6 34
10.88 11.22 11.9
36-45 years O
E
10 7 18 35
11.2 11.55 12.25
Above 45 years O
E
10 10 11 31
9.92 10.23 10.85
COLUMN TOTAL 32 33 35 100

CHI – SQUARE TEST:
Degree of freedom = 4
Table value = 9.488
Result = Significant at 5% level
INFERENCE:
It is found from the above table that calculated value is greater than the table
value at 4 degree of freedom. So, Null hypothesis (H0) rejected. Hence it is
concluded that there is close significant relationship between age and level of
effectiveness of performance appraisal.
OBSERVED VALUE
(O)
EXPECTED
VALUE(E)
-E)^2/E
12 10.88 0.115
10 11.2 0.128
10 9.92 6.45*10^-4
16 11.22 2.036
7 11.55 1.792
10 10.23 5.171*10^-3
6 11.9 2.925
18 12.25 2.69
11 10.85 1.911*10^-4
CHI-
TOTAL
9.692

Table no.2
MONTHLY INCOME AND LEVEL OF EFFECTIVENESS OF
PERFORMANCEAPPRAISAL (TWO-WAY TABLE)
MONTHLY
INCOME
LEVEL OF EFFECTIVENESS ROW
TOTAL
LOW MEDIUM HIGH
UPTO 12,000 8 11 6 25
12,000 – 20,000 14 7 7 28
Above 20,000 10 15 22 47
Null Hypothesis: There is no significant relationship between monthly income
and level of effectiveness of Performance Appraisal.
Alternative Hypothesis: There is close significant relationship between
monthly Income and level of effectiveness of Performance Appraisal.
Chi- -E) ^2/ E
MONTHLY
INCOME
LEVEL OF EFFECTIVENESS ROW
TOTAL
LOW MEDIUM HIGH
UPTO 12,000 O 8 11 6 25
E 8 8.25 8.75
12,000 – 20,000 O 14 7 7 28
E 8.96 9.24 9.80
Above 20,000 O 10 15 22 47
E 15.04 15.51 16.45

OBSERVED VALUE (O) EXPECTED VALUE (E) -E)^2/E
8 8 0
14 8.96 2.835
10 15.04 1.688
11 8.25 0.916
7 9.24 0.543
15 15.51 0.016
6 8.75 0.864
7 9.80 0.8
22 16.45 1.872
CHI-
CHI-SQUARE TEST:
Calculated chi-square value= 9.534
Degree of Freedom = 4
Table value = 9.534
Result = significant at 5 % level.
INFERENCE:
It is found from the above table that calculated value is greater than
the table value at 4 degree of freedom. So, Null hypothesis (H0) rejected.
Hence it is concluded that there is close significant relationship between
monthly income and level of effectiveness of performance appraisal.

Table no. 3
EXPERIENCEAND LEVEL OF EFFECTIVENESSOF
PERFORMANCEAPPRAISAL
EXPERIENCE LEVEL OF EFFECTIVENESS ROW
TOTAL
LOW MEDIUM HIGH
UPTO 15
YEARS
13 6 9 28
16-25 YEARS 11 11 5 27
ABOVE 25
YEARS
8 16 21 45
COLUMN
TOTAL
32 33 35 100
Null Hypothesis: There is no significant relationship between experience and
level of effectiveness of Performance Appraisal.
experience and level of effectiveness of Performance Appraisal.
Chi- -E) ^2/ E
Experience LEVEL OF
EFFECTIVENESS
ROW
TOTAL
LOW MEDIUM HIGH
UPTO 15 YEARS O 13 6 9 28
E 8.96 9.24 9.80
16-25 YEARS O 11 11 5 27
E 8.64 8.91 9.45
ABOVE 25 YEARS O 8 16 21 45
E 14.40 14.85 15.75

13 8.96 1.821
11 8.64 0.644
8 14.40 2.844
6 9.24 1.136
11 8.91 0.490
16 14.85 0.089
9 9.80 0.065
5 9.45 2.095
21 15.75 1.75
CHI-
CHI - SQUARE TEST :
= 10.934
Table value = 9.488
INFERENCE:
experience and level of effectiveness of performance appraisal.

Table no. 4
DESIGNATION AND LEVEL OF EFFECTIVENESS OF
PERFORMANCEAPPRAISAL
DESIGNATION LEVEL OF EFFECTIVENESS ROW
TOTAL
LOW MEDIUM HIGH
Clerk 10 5 7 22
Officer 10 5 5 20
Supervisor 6 15 7 20
Engineerand
operator
6 8 16 30
COLUMN
TOTAL
32 33 35 100
Null Hypothesis: There is no significant relationship between designation and
level of effectiveness of Performance Appraisal.
designation and level of effectiveness of Performance Appraisal.
Chi- -E) ^2/ E
DESIGNATION LEVEL OF EFFECTIVENESS ROW
TOTAL
LOW MEDIUM HIGH
Clerk O 10 5 7 22
E 6.40 6.60 7
Officer O 10 5 5 20
E 6.72 6.93 7.35
Supervisor O 6 15 7 28
E 8.96 9.24 9.80

Engineer and
operator. O
6 8 16 30
E 9.92 10.23 10.85
COLUMN
TOTAL
32 33 35 100
10 6.40 2.025
10 6.72 1.600952
6 8.96 0.977857
6 9.92 1.549032
5 6.60 0.387879
5 6.93 0.537504
15 9.24 3.590649
8 10.23 0.486109
7 7 0
5 7.35 0.751361
7 9.80 0.8
16 10.85 2.44447
CHI- TOTAL 15.15081
CHI - SQUARE TEST
= 15.15081
Table value = 12.592
INFERENCE

designation and level of effectiveness of performance appraisal.
 SUMMARY OF FINDINGS
 From the analysis it is found that 63% of the respondents are male.
 Maximum (35.0%) of the respondents age were below 35 years.
 Most (28.0%) of the respondents belongs to Supervisor designation.
 Majority (15.0%) of the respondents were in Telecom Office
Assistant Department.
 Maximum (45.0%) of the respondents have above 25 years of
experience.
 Most (47.0%) of the respondents have their monthly income of above
Rs. 20000.
 Maximum (35.0%) of the respondents have high level effectiveness
of performance appraisal.
 Most (72.0%) of the respondents were aware of performance
appraisal.
 Most (30.0%) of the respondent’s opinion that performance appraisal
is done for Evaluating the employees.
 Most (89.0%) of the respondents said that performance appraisal is
done once in a year.
 Most (78.0%) of the respondents chosesupervisor as their appraiser.
 Most (58.0%) of the respondents choseranking method for
 Most (74.0%) of the respondents agreed that performance appraisal
helps in polishing skills and performance area.
 Maximum (91.0%) of the respondents agreed that performance
appraisal leads to identify the hidden potential.
 Most (87.0%) of the respondents suggest that current performance
appraisal should reviewed.

 Most (70.0%) of the respondents were agreed that promotion,
transfer, demotion, suspension and dismissal is based on performance
appraisal.
 Most (55.0%) of the respondents were agreed that they get improved
with performance appraisal in last three years.
 Most (62.0%) of the respondents were not aware of 360 degree
performance appraisal method.
 Most (95.0%) of the respondents neither agreed nor disagreed
with 360 performance appraisal method.
Chi-Square Method:
 It is concluded that there is close association between Age and Level of
effectiveness.
 It is concluded that there is close relationship between monthly income
and level of effectiveness.
 It is concluded that there is close relationship between experience and
level of effectiveness.
 It is concluded that there is close relationship between designation and
level of effectiveness.
 SCOPE
The Scopeofthe study includes Lower level employees in the
organization. The study aims at finding out the effectiveness of Performance
appraisal methods and suggests some measures to improve the Performance
appraisal system. Accurate Information plays a vital role in the
organization as whole . It is a formal procedureused in working
organization to evaluate the personalities , Contributions and potential of
group members. Adaptation refers to human transformation to match with the
organization needs. It is an act of changing one’s behavior to make it suitable
for a new purpose
 LIMITATIONS
• Due to time constraint and hectic schedule of BSNL higher authorities
employees sometimes it was difficult to interact with lower authority
employees.
• Organization being very large an effort was made to do the tasks effectively
and efficiently but more detailed study could have done by having large
sample size.

• Employees delayed in submitting the feedback form so it effected the time in
compiling and analyzing data for findings and suggestions.
• Many questions were responded as “Cannot Say” due to the subjectivity of
the topic and some information was not revealed due to certain reasons like
being confidential in nature.
 Geographical:- The study is limited to Bharat Sanchar Nigam Limited (BSNL)
Office Sakkardhara Telephone Exchange.
 Temporal:-• The period of research is limited for a short span. Hence, all data &
their temporal context may pertain to change in future.
 CONCLUSION
In every organization, job satisfaction plays a vital role. Employees tend to satisfy
if they meet their needs, wants, requirements and most of all job recognition and
encouragement from the top management is expected so their work has to be
appreciated by a method of performance appraisal. So by enhancing these appraisal
techniques, it helps in level of job satisfaction and healthy work atmosphere.
Thereby effective performance appraisal method encourages employees in work and
it also helps in improving their individual responsibility which in turn affects
profitability of the organization.
 SUGGESTIONS
 Maximum of respondents are not satisfied with their performance appraisal system.
 It is suggested to consider the current appraisal system and there is a need for
improvement.
 Consistent and equitable system of rewards can be formulated.
 Opportunities for promotions and advancement must be adequately provided for
further up-liftmen of employees.

 BIBLIOGRAPHY
 BOOKS REFERRED
1. Human Resource Management (Sheth Publication) Published by Dr. Parag
Ajagaonkar and Dr. Anjali Patkar
2. Tripathi P.C (2002), Personnel Management and Industrial Relations published by
Sultan chand & Sons
3. Mamoria C.B (2002), Personnel Management published by Himalaya publishing
house
4. Malhotara R.K. Sharama S.D.& Nachhathar Singh (1999) Personnel management
(New Delhi) Arnold Publications (p) Ltd.,
5. C.R. Kothari (1999), Research Methodology, Methods and Techniques, Wishwa
Prakasan publication
 Websites
1. www.bsnl.co.in
2. www.managementstudyguide.com

 Questionnaire
Dear Respondent,
I am AJINKYA SATKAR pursuing BBA in Prerna college of Commerce. As a part of my
curriculum I am undergoing a project titled,” A STUDY ON PERFORMANCE
APPRAISAL IN BSNL, NAGPUR”. I kindly request you to spare your valuable time to fill
the following data
Which is strictly for academic purpose and high confidentially will be maintained.
Individual
Will be identified during analysis. Fair response is highly solicited.
1. Name of the respondent (optional) _________________________________
2. Gender : Male ( ) Female ( )
Age: Below 25 ( ) 25-35 ( ) 36-45 ( ) Above 45 ( )
3. Department: ___________________________________________________
4. Designation: ____________________________________________________
5. Years of Experience:
less than 5 years( 5-15 years 16-25 years above 25 years
6. Monthly Income: Up-to Rs. 12,000 Rs. 12001 – Rs. 20,000 Above Rs. 20,000
7. Are you Aware of technique of performance appraisal being followed at BSNL?
Yes ( ) No ( )
8. Were you informed about the performance appraisal model, used in the BSNL,
during your Induction?
Yes ( ) No ( )
9. In your opinion performance appraisal is ____________
a. Evaluation of Employees
b. Promotion of Employees

c. Job satisfaction of Employees
d. Motivation

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