Performance affraisal seeds ltd

A Study on Performance Appraisal
K.L.E KF Patil Institute of Business Administration, Ranebennur
The project is carried at
incorporated on 25, August
Multinational Company
manufacture.
The main objectives of the study are
Appraisal provided at the company,
measures adopted by Bayer
facilities is the extra benefits give to employee without any reference to the specific
includes canteen, create education, uniforms, now a day’s employees have increased
as the employees have become awar
the practical aspects of industrial
I choose this topic concerned to their
Seeds Private Limited
can be observed with the help of questionnaire and the analysis of same is carried out.
Finally, we conclude with a caveat about the wider applicability of the results
of this study. The results are specific to two conditions. First,
many private seed companies, thus facilitating their entry into the
and secondly, its agro
number of actors in the provision of seed. These conditions may not be
elsewhere, and wider application of the conclusions drawn here may therefore need to
be approached with caution.
Performance Appraisal at Bayers Seeds Private Limited, Davanag
K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115
Executive Summary
The project is carried at Bayer Seeds Private Limited
incorporated on 25, August 1985. The Bayer Seeds Private Limited
Multinational Company the country’s largest merchant producer
objectives of the study are to find out various
provided at the company, to understand the various Performance Appraisal
Bayer Seeds Private Limited. Employee Performance Appraisal
as the employees have become aware of it advantage it was an opportunity to learn
the practical aspects of industrial.
I choose this topic concerned to their Company requirement as the
Seeds Private Limited is fully exporter industry. The problems faced by the industry
rved with the help of questionnaire and the analysis of same is carried out.
of this study. The results are specific to two conditions. First, Davanagere
many private seed companies, thus facilitating their entry into the Bayer
and secondly, its agro-climatic conditions inflate rice seed demand, attracting large
number of actors in the provision of seed. These conditions may not be
be approached with caution.
Seeds Private Limited, Davanagere
Page 1
Seeds Private Limited at Davanagere is
Seeds Private Limited in now a
the country’s largest merchant producer Seeds Products
to find out various Performance
Performance Appraisal
Performance Appraisal
e of it advantage it was an opportunity to learn
requirement as the Bayer
is fully exporter industry. The problems faced by the industry
rved with the help of questionnaire and the analysis of same is carried out.
Davanagere is home to
Bayer seed market,
climatic conditions inflate rice seed demand, attracting large
number of actors in the provision of seed. These conditions may not be present

1.1INTRODUCTION TO THE STUDY
1.2 TITLE OF THE STUDY
1.3 OBJECTIVES OF THE STUDY
1.4 SCOPE OF THE STUDY
1.5 METHODOLOGY OF THE STUDY
1.6 LIMITATION OF THE STUDY
INTRODUCTION TO THE STUDY
TITLE OF THE STUDY
OBJECTIVES OF THE STUDY
SCOPE OF THE STUDY
METHODOLOGY OF THE STUDY
LIMITATION OF THE STUDY
Chapter - 1
Page 2

1.1 INTRODUCTION
Seeds are an incredibly important part of human life, without which we would
simply not exist. Our food supply totally depends on seeds and seed stock, many other
natural resources that we use as human beings, such as cotton, paper, timber, and
edible oils, all begin their live as seeds. Seeds are part of the ever evolving constant of
nature that is maintained by complex series of inter
different component parts, of which seeds play a central role.
Seeds are basically very small embryonic plants that are enclosed and sealed
by a covering that is referred to as the seed coat. A typical seed includes three basic
components, an embryo, a supply of
Seeds come in all sizes and shapes and need particular conditions for their
development into plants, in terms of the size of seeds, they vary from the size of a
pinhead to a coconut, plants can contain a few seed
Seed Dispersal
In the natural world, there are many ways in which seeds connect with their
targeted growing space, some seeds are so small that they can be carried in the wind
before landing in a suitable place, Others can be disp
attached to their fur, Seeds are also carried and dispersed in the sea and in rivers. The
sea Kale that is currently growing in our back garden at home came from seeds that
had a tough outer coat giving it protection again
it settles on a suitable shoreline where it will germinate and grow. Another of natures
methods of seed dispersal is gravity, fruit trees such as apples, coconut and passion
fruit have fruits that when dropped from
to gain more distance when the fruit eventually seeds and germinates.
1.2 TITLE OF THE STUDY
“A Study on
INTRODUCTION TO THE STUDY
resources that we use as human beings, such as cotton, paper, timber, and
nature that is maintained by complex series of inter-relationships between her
omponent parts, of which seeds play a central role.
components, an embryo, a supply of nutrients from the embryo and the seed coat
pinhead to a coconut, plants can contain a few seeds or thousands of seeds.
before landing in a suitable place, Others can be dispersed by animals in their dung or
had a tough outer coat giving it protection against the corrosive effect of the sea until
fruit have fruits that when dropped from their branches often roll away from the tree
TITLE OF THE STUDY
Study on Performance Appraisal at Bayer
Ltd. At Davanager”
Page 3
resources that we use as human beings, such as cotton, paper, timber, and
relationships between her
nutrients from the embryo and the seed coat
s or thousands of seeds.
ersed by animals in their dung or
st the corrosive effect of the sea until
their branches often roll away from the tree
Seeds Private

1.3 OBJECTIVES OF THE STUDY
The objective of the research in this area is to speed up germination,
Assure germination uniformity and to verify plant types through grow
out testing and performance by several
Breaking dormancy efficiently, improving scarification methods,
Chemical
development for effective species identification.
To maintain records in order to determine compensation packages,
wage structure, salaries raises, etc.
To identify the strengths and weak
men on right job.
To maintain and assess the potential present in a person for further
growth and development.
To provide a feedback to employees regarding their performance and
related status.
1.4 SCOPE OF THE STUDY
Depending on the nature of the organization, the scope of performance
review varies. Commonly, however, the scope of performance review
encompasses the following aspects:
Job performance
decided standards.
Working relationships
relationships with co
Core job skills
skill and competencies.
OBJECTIVES OF THE STUDY
ssure germination uniformity and to verify plant types through grow
out testing and performance by several
reaking dormancy efficiently, improving scarification methods,
Chemical-physical treatments and additives and by accelerating plant
development for effective species identification.
wage structure, salaries raises, etc.
To identify the strengths and weaknesses of employees to place right
men on right job.
growth and development.
related status.
SCOPE OF THE STUDY
encompasses the following aspects:
Job performance—considers meeting goals and developing mutually
decided standards.
Working relationships—this aspect focuses on maintaining professional
relationships with co-workers, subordinates, and managers.
Core job skills—Emphasizes on the normative aspects of job, including its
skill and competencies.
Page 4
ssure germination uniformity and to verify plant types through grow-
reaking dormancy efficiently, improving scarification methods,
treatments and additives and by accelerating plant
nesses of employees to place right
meeting goals and developing mutually
on maintaining professional
workers, subordinates, and managers.
Emphasizes on the normative aspects of job, including its

1.5 RESEARCH METHODOLOGY
1. Primary Data Collection.
2. Secondary Data Collection.
1. Primary data was collected from various market
like.
Questionnaire
Personal interviews
Structured interviews
2. Secondary data it is collected trough more necessary
information that will help
collected from.
Company profile
Report
Magazines, web sites and others publication.
STATEMENT OF PROBLEM
There is no field of management that will not benefit from systematic and
purposeful research. The field of
systematic knowledge and sound principles. This is a new area, which has
come to this country after being successfully implemented in western
manufacturing units or sectors.
A separate entity is needed within an org
towards a common goal that is unified with the co
employees ask new questions they shall not get different results only the
companies that are high on performance as well as practice can beco
class. This is where
improvement and here
manufacturing excellence.
Many of the organization in order to fulfill their objectives have instituted
various systems and programs. While constitution and implementation of
systems and program is important, it is also necessary to critically examine
whether these mechanisms are actually fulfilling objectives.
RESEARCH METHODOLOGY
Data Collection.
Data Collection.
Primary data was collected from various market
Questionnaire
Personal interviews
Structured interviews
Secondary data it is collected trough more necessary
information that will help full solving the problem. It was
collected from.
Company profile
Magazines, web sites and others publication.
STATEMENT OF PROBLEM
purposeful research. The field of Performance Appraisal
manufacturing units or sectors.
A separate entity is needed within an organization in order to align the people
towards a common goal that is unified with the cooperation strategy unless
companies that are high on performance as well as practice can beco
class. This is where Performance Appraisal cell appears. There is no end to
improvement and here Employee Welfares the next step towards
manufacturing excellence.
us systems and programs. While constitution and implementation of
Page 5
Primary data was collected from various market instruments
Secondary data it is collected trough more necessary
full solving the problem. It was
s in great need of
anization in order to align the people
operation strategy unless
companies that are high on performance as well as practice can become world
cell appears. There is no end to
s the next step towards
us systems and programs. While constitution and implementation of

1.6 LIMITATION OF THE STUDY
A few limitations and
study, under which the researcher had to work are as follows:
The study was purely based on the information given by the company and
employees and there may be chances for wrong data.
Most of the employee
the fear that the information will be disclosed to the top management.
The researchers didn’t get much time for detailed study
Employees are illiterates and may not be able to fill up the questionnair
themselves.
Though, no effort was spared to make the study most accurate and useful,
the “sample Size” selected for the same may not be the true representative of
the Company, resulting in biased results.
This being the maiden experience of the
as this, the possibility of better results, using deeper statistical techniques in
analyzing and interpreting data may not be ruled out.
LIMITATION OF THE STUDY
A few limitations and constraints came in way of conducting the present
employees and there may be chances for wrong data.
Most of the employees were hesitate to answer the questionnaire because, of
The researchers didn’t get much time for detailed study
Employees are illiterates and may not be able to fill up the questionnair
the Company, resulting in biased results.
This being the maiden experience of the researcher of conducting study such
analyzing and interpreting data may not be ruled out.
Page 6
constraints came in way of conducting the present
s were hesitate to answer the questionnaire because, of
Employees are illiterates and may not be able to fill up the questionnaire
researcher of conducting study such

2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE
2.3 PRODUCT PROFILE
CHAPTER – 2
INDUSTRY PROFILE
COMPANY PROFILE
2.3 PRODUCT PROFILE
Page 7

2.1 INDUSTRY PROFILE
History and Ownership
Until farmers received seed from the federal government's extensive free seed
program that distributed millions of packages of seed annually. At its high point in
1897, over 2 million packages of seed were distr
the program was eliminated in 1924, it was the third largest line item in the
States Department of Agriculture
In 1930, seed companies were not primarily concerned with varietal
production, but were still
to protect seed breeding at that time because there were few marke
Company’s first priority was simply to establish a market, and they continued to view
the congressional distribution as a principal constraint.
As the third largest corn Seed Company in the United States,
Private Ltd. Genetics has established itself
and quality, becoming one of the fastest growing independent seed companies in the
agriculture industry. Headquartered in Westfield, Indiana, States,
Ltd. Genetics has tailored its products and services to reflect the needs of growers
across a multitude of geographies. States,
Bayer Seeds Private Ltd.
Our research program operates 13 research facilities across North America and is
ranked among the top five agriculture research programs in North America.
The history of States,
our two parent seed companies,
and KWS of Einbeck, Germany, which are the fourth and fifth largest seed companies
in the world and, together, boast over 200 years of combined seed experience.
Established on July 1, 2000 as a joint venture, States,
Genetics has consistently provid
seed innovation and technology, and superior service, both in and out of the fields.
The company has seen continuous growth since its inception, having increased its
corn volume by more than 300 percent.
INDUSTRY PROFILE
History and Ownership
received seed from the federal government's extensive free seed
1897, over 2 million packages of seed were distributed to farmers. Even at the time
the program was eliminated in 1924, it was the third largest line item in the
Department of Agriculture's budget.
production, but were still trying to successfully commodity seeds. There was no need
to protect seed breeding at that time because there were few marke
first priority was simply to establish a market, and they continued to view
the congressional distribution as a principal constraint.
As the third largest corn Seed Company in the United States,
ics has established itself as a leader in seed research, production
agriculture industry. Headquartered in Westfield, Indiana, States, Bayer
tailored its products and services to reflect the needs of growers
across a multitude of geographies. States,
Seeds Private Ltd. Genetics’ production locations span the Corn Belt.
The history of States, Bayer Seeds Private Ltd. Genetics is rooted in the tradition of
seed companies, Group Lima grain of Saint
, Germany, which are the fourth and fifth largest seed companies
Established on July 1, 2000 as a joint venture, States, Bayer Seeds Private Ltd.
Genetics has consistently provided value to its customers through forward
seen continuous growth since its inception, having increased its
corn volume by more than 300 percent.
Page 8
received seed from the federal government's extensive free seed
ibuted to farmers. Even at the time
the program was eliminated in 1924, it was the third largest line item in the United
y seeds. There was no need
to protect seed breeding at that time because there were few markets for seeds. Seed
first priority was simply to establish a market, and they continued to view
As the third largest corn Seed Company in the United States, Bayer Seeds
as a leader in seed research, production
Bayer Seeds Private
tailored its products and services to reflect the needs of growers
Genetics’ production locations span the Corn Belt.
enetics is rooted in the tradition of
of Saint-Beauzire, France
, Germany, which are the fourth and fifth largest seed companies
Seeds Private Ltd.
ed value to its customers through forward-thinking
seen continuous growth since its inception, having increased its

States, Bayer Seeds Private Ltd.
farmers across the Corn Belt and in Canada the opportunity to experience high
yielding product performance, regardless of geographical location or operation size.
Each brand offers top
unique, reliable customer experience.
Quality
Rely on Quality Testing
most efficient quality labs in the United S
over 33 different quality
electrophoresis. In total, the lab performs more than
analyses annually in order to provide our customers with products of th
quality.
Technology and Innovation
At Bayer Seeds Private Ltd.
checks by performing grow
conditions or in-field until we can distinguish one seed variety from another. Utilizing
electrophoresis testing, which separat
electric charge, we can identify the unique “fingerprint” of each product variety. This
fast and economical quality assurance technique, along with product grow
us verify that the products sold to gr
We check each lot of seed for purity, taking every step to provide products that are
free from pests and disease. Customer satisfaction is extremely important to us at
needs.
USDA Process Verified
Our processes and procedures have been approved by the USDA through
their Process Verified
strength of our Quality Management System (QMS) for testing each product.
Seeds Private Ltd. Genetics’ unique multi-brand strategy allows
farmers across the Corn Belt and in Canada the opportunity to experience high
s top-quality products to meet individual needs and provides a
unique, reliable customer experience.
Rely on Quality Testing
Seeds Private Ltd. Genetics is home to one of the industry’s largest and
most efficient quality labs in the United States. Our products are assessed through
quality tests including warm and cold germination and
electrophoresis. In total, the lab performs more than 190,000
annually in order to provide our customers with products of th
Technology and Innovation
Seeds Private Ltd. Genetics, we go above and beyond standard purity
checks by performing grow-outs, which involves growing seedlings in greenhouse
field until we can distinguish one seed variety from another. Utilizing
electrophoresis testing, which separates the proteins of plant material based upon
fast and economical quality assurance technique, along with product grow
us verify that the products sold to growers are consistent and reliable.
Seeds Private Ltd. Genetics – we pride ourselves on meeting your farm’s
USDA Process Verified
Verified Program. This Process Verified certification recogni
Page 9
brand strategy allows
farmers across the Corn Belt and in Canada the opportunity to experience high-
quality products to meet individual needs and provides a
Genetics is home to one of the industry’s largest and
tates. Our products are assessed through
including warm and cold germination and
190,000 tests and
annually in order to provide our customers with products of the highest
Genetics, we go above and beyond standard purity
outs, which involves growing seedlings in greenhouse
field until we can distinguish one seed variety from another. Utilizing
es the proteins of plant material based upon
fast and economical quality assurance technique, along with product grow-outs, helps
owers are consistent and reliable.
s on meeting your farm’s
. This Process Verified certification recognizes the

2.2 COMPANY PROFILE
Bayer is a Life Science company with a more than 150
competencies in the areas of health care and agriculture. With our
products, we are contributing to finding solutions to some of the major challenges of
our time. The growing and increasingly aging world population requires improved
medical care and an adequate supply of food. Bayer is improving people’s qualit
life by preventing, alleviating and treating diseases. And we are helping to provide a
reliable supply of high
An analysis by well
Bayer brand at €6.3 billion.
and solutions to improve health. Our research and development activities are based on
a profound understanding of the biochemical processes in living organisms.
Our goal is to a
creating value for our customers, stockholders and employees. To this end, our
strategy is designed to help solve some of the most pressing challenges facing
humankind, and by doing this exceptio
company’s earning power.
We are committed to operating sustainably and addressing our social and
ethical responsibilities as a corporate citizen, while at the same time respecting the
interests of all our stak
excellent development opportunities at Bayer.
Exclusive Focus on the Life Science Businesses
Following the economic and legal in
subgroup, now Convector
development as a Life Science company. Our Life Science businesses hold leading
positions in innovation
attractive and balanced portfolio that is resistant to fluctuations in demand and to
potential risks.
COMPANY PROFILE
Bayer is a Life Science company with a more than 150-year history and core
competencies in the areas of health care and agriculture. With our
medical care and an adequate supply of food. Bayer is improving people’s qualit
reliable supply of high-quality food, feed and plant-based raw materials.
An analysis by well-known branding agency Inter brand in 2015 valued the
€6.3 billion. We develop new molecules for use in innovative products
Our goal is to achieve and sustain leadership positions in our markets, thus
humankind, and by doing this exceptionally well we aim to strengthen the
company’s earning power.
interests of all our stakeholders. Employees with a passion for innovation enjoy
excellent development opportunities at Bayer.
Exclusive Focus on the Life Science Businesses
Following the economic and legal independence of our former Material
Convector, Bayer has charted the course for its successful
positions in innovation- driven growth markets. Together they make up a strong,
Page 10
year history and core
competencies in the areas of health care and agriculture. With our innovative
medical care and an adequate supply of food. Bayer is improving people’s quality of
based raw materials.
brand in 2015 valued the
We develop new molecules for use in innovative products
chieve and sustain leadership positions in our markets, thus
nally well we aim to strengthen the
eholders. Employees with a passion for innovation enjoy
dependence of our former Material Science
, Bayer has charted the course for its successful
make up a strong,

The previous structure
and operational subgroups
under the umbrella of the strong Bayer brand. The company’s operations are managed
in three divisions – Pharmaceuticals, Consumer Health and Crop Science
Animal Health business unit.
The business continues to be supported
Services and the service company Current am, while Technology Services is being
integrated into Bayer AG, forming the Engineering and Technology function.
The Pharmaceuticals Division focuses on prescription products, especially for
cardiology and women’s healthcare, and on specialty therapeutics in the areas of
oncology, hematology and ophthalmology. The division also comprises the Radiology
Business Unit which markets contrast
together with the necessary contrast agents.
The Consumer Health
the dermatology, dietary supplement, analgesic, gastrointestinal, allergy, cold and flu,
foot care, sun protection and cardiovascular risk prevention categories. These
products include globally known brands such as Claritin™, Aspirin™, Aleve™,
Bepanthen™/Bepanthol™, Canesten™, Dr. Scholl’s™ and Coppertone™.
The Crop Science Division has businesses in seeds, crop protection and non
agricultural pest control. It is organized into two
Protection/Seeds and Environmental Science. Crop Protection/Seeds markets a broad
portfolio of high-value seeds along with innovative chemical and biological pest
management solutions, at the same time providing extensive customer ser
modern and sustainable agriculture.
The previous structure – comprising a strategic management holding company
and operational subgroups – has thus been replaced by an integrated organization
Pharmaceuticals, Consumer Health and Crop Science
Animal Health business unit.
The business continues to be supported by the corporate functions, Bayer Business
Division focuses on prescription products, especially for
iness Unit which markets contrast-enhanced diagnostic imaging equipment
together with the necessary contrast agents.
Consumer Health Division markets mainly non-prescription products
™/Bepanthol™, Canesten™, Dr. Scholl’s™ and Coppertone™.
Division has businesses in seeds, crop protection and non
agricultural pest control. It is organized into two operating units: Crop
value seeds along with innovative chemical and biological pest
management solutions, at the same time providing extensive customer ser
modern and sustainable agriculture.
Page 11
comprising a strategic management holding company
tegrated organization
Pharmaceuticals, Consumer Health and Crop Science – and the
by the corporate functions, Bayer Business
Division focuses on prescription products, especially for
enhanced diagnostic imaging equipment
prescription products in
™/Bepanthol™, Canesten™, Dr. Scholl’s™ and Coppertone™.
Division has businesses in seeds, crop protection and non-
operating units: Crop
value seeds along with innovative chemical and biological pest
management solutions, at the same time providing extensive customer service for

Business Type
Year Established
Products Trader
Manufacturer, Distributor
and Exporter Supplier
Company Name
Address
Contact Person
PROFILE
: Exporter/Importer / Manufacturer
/Distributor / Supplier / Trading Company
: 1985
: Gourmet blanched peanuts, groundnut seeds, bold
Distributor type groundnuts kernels, raw groundnuts kernels,
and Exporter Supplier groundnut kernel, groundnut,
Contact Information
: Bayer Seeds Private Limited Davanagere
: Industrial Area Davanagere
: Mr. Vikram Duyani (Director)
Page 12
Importer / Manufacturer / Wholesaler
/Distributor / Supplier / Trading Company
Gourmet blanched peanuts, groundnut seeds, bold
type groundnuts kernels, raw groundnuts kernels,
Seeds Private Limited Davanagere
Mr. Vikram Duyani (Director)

Vision, Mission and Values
The entire Bayer
support the vision, mission and values of the company.
Vision
To offer the best seed products developed from superior genetics for the North
American farmer.
Mission
Genetics is an innovative seed company committed
seed, providing exceptional service, creating consistent customer value and offering
our employees a challenging and rewarding work environment.
Values
We are supported by people who will accomplish this mission with:
Honesty and integrity
Creativity and innovation
Loyalty and commitment
Quality and excellence
Vision, Mission and Values
Bayer Seeds Private Ltd. team works together to promote and
support the vision, mission and values of the company.
Genetics is an innovative seed company committed to delivering high quality
our employees a challenging and rewarding work environment.
esty and integrity
Creativity and innovation
Loyalty and commitment
Quality and excellence
Page 13
team works together to promote and
to delivering high quality

Careers
Bayer Seeds Private Ltd
grow. As a company, we have grown our business and our market share since our
inception in 2000, increasing our corn volume by over 300 percent, and we want our
employees to grow with us.
where relationships exist across all facets of the company. We believe that the best
way to improve our business is through strengthening our people, and we
create opportunities for our employees to find their passion at work. At
Private Ltd Genetics, it’s about the people.
We offer career opportunities in:
Sales Sales Management
Marketing Communications
Agronomy
Research
Seed Production
Quality Assurance
Information Technology
Finance Administration
Human Resources
Seeds Private Ltd Genetics isn’t just a place to work; it’s a place to
As a company, we have grown our business and our market share since our
employees to grow with us. We facilitate a culture of learning and involvement,
for our employees to find their passion at work. At
Genetics, it’s about the people.
We offer career opportunities in:
Sales Sales Management
Marketing Communications
Research Plant Breeding
Seed Production
Quality Assurance
Information Technology
Finance Administration
Human Resources
Page 14
Genetics isn’t just a place to work; it’s a place to
As a company, we have grown our business and our market share since our
a culture of learning and involvement,
for our employees to find their passion at work. At Bayer Seeds

2.3 PRODUCT PROFILE
Production
Advanced Seed Production
provides a reliable supply of top
deliver the maximum yield potential in every bag. Our production team works directly
with the sales division to develop a r
the products and customized service for their unique farming needs.
Year-round Reliability
management and equipment for seed harvesting a
color sorters and automated bagging and boxing systems. In addition, counter
production in Argentina and Chile is utilized to augment domestic production and to
accelerate availability of the most competitive, new g
developing new and improved products during the Northern Hemisphere’s winter
season.
The Complete Package
We operate modern drying facilities that use industry
maximize quality at eight locations
At our facilities, we clean, size, treat and package the seed prior to distribution,
allowing us to provide our customers with high quality products.
ODUCT PROFILE
Advanced Seed Production
Seeds Private Ltd. Genetics’ full-service production department
provides a reliable supply of top-of-the-line genetics that our customers depend on to
with the sales division to develop a reliable production plan that provides customers
round Reliability
Seeds Private Ltd. Genetics uses the latest techniques in field
management and equipment for seed harvesting and handling, including the use of
color sorters and automated bagging and boxing systems. In addition, counter
accelerate availability of the most competitive, new genetics. This gives us an edge in
The Complete Package
We operate modern drying facilities that use industry-leading technology to
maximize quality at eight locations across the Midwest and two facilities in Ontario.
allowing us to provide our customers with high quality products.
Page 15
service production department
line genetics that our customers depend on to
eliable production plan that provides customers
Genetics uses the latest techniques in field
nd handling, including the use of
color sorters and automated bagging and boxing systems. In addition, counter-season
enetics. This gives us an edge in
leading technology to
across the Midwest and two facilities in Ontario.

SEEDS PRODUCTS
Beans Seed
Chili Seed
Groundnuts Seed
SEEDS PRODUCTS
Seed Vegetables Seed
Watermelon Seed
Groundnuts Seed Castor Oil Seed
Page 16
Vegetables Seed
Watermelon Seed
Castor Oil Seed

3.1 THEORETICAL BACKGROUND
CHAPTER – 3
THEORETICAL BACKGROUND
Page 17

PERFORMANCE APPRAISAL
The purpose of genetic research is to
improved feed value, and understand the utilization of traits to achieve resistance to
insects, drought and diseases.
Top 5 Research Program
North America because of our unique, aggressive approach to develop the best
hybrids for our customers. Our access to research and breeding locations through
KWS and Limagrain spans the globe, and has helped us build one of the most
competitive corn breeding
Rely on Data and Evaluation
We evaluate thousands of new products each year through our testing network
of over 550 NET (New Experimental Trial) plot locations across the Midwest and
Canada. Our modern equipment, including custo
combines, allows for precision planting in the spring and accurate data collection in
the fall.
State-of-the-Art Breeding Technology
forms of double haploid (DH) breeding technology in the country, which brings our
industry-leading genetics to growers quicker than the competition. In order to provide
maximum flexibility for our custo
technology with a molecular marker lab located in Lebanon, Indiana.
National and Global Research, 365 Days a Year
Beyond the 13 research facilities we operate in North America, including stations in
Puerto Rico and Canada, we conduct research in Argentina, Peru and Chile year
round to operate at maximum efficiency.
A performance appraisal
performance evaluation
method by which the job performance
Performance appraisals ar
reviews of employee performance within
PERFORMANCE APPRAISAL MEASURE CONCEPT
The purpose of genetic research is to develop hybrids with higher yields,
insects, drought and diseases.
Top 5 Research Program
Seeds Private Ltd. Genetics’ research program is among the top five in
rth America because of our unique, aggressive approach to develop the best
competitive corn breeding programs in the industry.
Rely on Data and Evaluation
Canada. Our modern equipment, including custom 8-row planters and twin
Art Breeding Technology
Seeds Private Ltd. Genetics uses one of the most advanced and efficient
leading genetics to growers quicker than the competition. In order to provide
maximum flexibility for our customers, we extensively use molecular marker
National and Global Research, 365 Days a Year
d Canada, we conduct research in Argentina, Peru and Chile year
round to operate at maximum efficiency.
performance appraisal (PA) also referred to as a performance
performance evaluation, (career) development discussion, or employee appraisal
job performance of an employee is documented and evaluated.
Performance appraisals are a part of career development and consist of regular
reviews of employee performance within organizations.
Page 18
MEASURE CONCEPT
develop hybrids with higher yields,
Genetics’ research program is among the top five in
rth America because of our unique, aggressive approach to develop the best
row planters and twin-plot
Genetics uses one of the most advanced and efficient
leading genetics to growers quicker than the competition. In order to provide
mers, we extensively use molecular marker
d Canada, we conduct research in Argentina, Peru and Chile year-
performance review;
employee appraisal is a
is documented and evaluated.
and consist of regular

Main Features
A performance appraisal is a systematic general and periodic process that
assesses an individual employee's job performance and productivity in relation to
certain pre-established criteria and organizational objectives.
individual employees are considered as well, such as
behavior, accomplishments, potential for futur
weaknesses, etc.
To collect PA data, there are three main methods: objective production,
personnel, and judgmental evaluation. Judgmental evaluations are the most commonly
used with a large variety of evaluation methods.
annually (long-cycle appraisals); however, many companies are moving towards
shorter cycles (every six months, every quarter), and some have been moving into
short-cycle (weekly, bi
feedback to employees, counseling and developing employees, and conveying and
discussing compensation,
in performance management
questions: first, What a
meet your expectations?
Performance management systems are employed to manage and align all of
an organization's resources in order to achieve highest possible performance.How
performance is managed in an organization determines to a large extent the success or
failure of the organization. Therefore, improving PA for everyone should be among
the highest priorities of contemporary organizations.
Some applications of PA are compensation, performa
promotions, termination, test validation, and more.
benefits of PA, there are also some potential drawbacks. For
facilitate management
issues if not executed appropriately, as many employees tend to be unsatisfied with
the PA process. PAs created in and determined as useful in the United St
necessarily able to be transferable cross
established criteria and organizational objectives.
individual employees are considered as well, such as organizational citizenship
, accomplishments, potential for future improvement, strengths and
used with a large variety of evaluation methods. Historically, PA has been conducted
cycle appraisals); however, many companies are moving towards
cycle (weekly, bi-weekly) PA. The interview could function as providing
to employees, counseling and developing employees, and conveying and
discussing compensation, job status, or disciplinary decisions. PA is often included
performance management systems. PA helps the subordinate answer two key
questions: first, What are your expectations of me? second, How am I doing to
meet your expectations?
aged in an organization determines to a large extent the success or
the highest priorities of contemporary organizations.
Some applications of PA are compensation, performa
promotions, termination, test validation, and more.[12] While there are many potential
benefits of PA, there are also some potential drawbacks. For example, PA can help
facilitate management-employee communication; however, PA may result in legal
PAs created in and determined as useful in the United St
necessarily able to be transferable cross-culturally.
Page 19
Other aspects of
organizational citizenship
e improvement, strengths and
Historically, PA has been conducted
cycle appraisals); however, many companies are moving towards
could function as providing
to employees, counseling and developing employees, and conveying and
PA is often included
systems. PA helps the subordinate answer two key
re your expectations of me? second, How am I doing to
aged in an organization determines to a large extent the success or
Some applications of PA are compensation, performance improvement,
While there are many potential
example, PA can help
employee communication; however, PA may result in legal
PAs created in and determined as useful in the United States are not

Applications of Results
A central reason for the utilization of performance appraisals (PAs) is
performance improvement (initially at the level of the individual employee, and
ultimately at the level of the organization).
basis for employment decisions (e.g. promotions, terminations, transfers), as criteria
in research (e.g. test validation), to aid with communication (e.g. allowing employees
to know how they are doing and organizational expectations), to establish personal
objectives for training programs, for transmission of objective feedback for personal
development, as a means of documentation to aid in keeping track of decisions and
legal requirements and in wage and
in the formulation of job criteria and selection of individuals who are best suited to
perform the required organ
monitoring employee career development.
motivation through the use of
Potential Benefits
There are a number of potential benefits of organizational performance
management conducting formal performance appraisals (PAs). There has been a
general consensus in the belief that PAs lead to positive implications of organizations.
Furthermore, PAs can b
often lead to giving individual workers feedback about their job performance.
this may spawn several potential benefits such as the individual workers becoming
more productive.
Other potential benefits include:
Facilitation of communication: communication in organizations is considered an
essential function of worker motivation.
PAs aid in minimizing employees’
feedback and management
performance.
Enhancement of employee focus through promoting trust:
and/or issues may distract employees from their work, and trust issues may be
among these distracting factors.
of Results
at the level of the organization). Other fundamental reasons include as a
now how they are doing and organizational expectations), to establish personal
and in wage and salary administration. Additionally, PAs can aid
perform the required organizational tasks. A PA can be part of guiding and
monitoring employee career development. PAs can also be used to aid in
through the use of reward systems.
in the belief that PAs lead to positive implications of organizations.
Furthermore, PAs can benefit an organization’s effectiveness. One way is PAs can
often lead to giving individual workers feedback about their job performance.
al benefits include:
essential function of worker motivation. It has been proposed that feedback from
PAs aid in minimizing employees’ perceptions of uncertainty.
feedback and management-employee communication can serve as a guide in job
Enhancement of employee focus through promoting trust: behaviors, thoughts,
among these distracting factors.
Page 20
Other fundamental reasons include as a
now how they are doing and organizational expectations), to establish personal
Additionally, PAs can aid
A PA can be part of guiding and
PAs can also be used to aid in work
in the belief that PAs lead to positive implications of organizations.
One way is PAs can
often lead to giving individual workers feedback about their job performance. From
It has been proposed that feedback from
of uncertainty. Fundamentally,
employee communication can serve as a guide in job
behaviors, thoughts,

Such factors that consume
cause workers to lose sight of organizational goals.
utilized PAs have the ability to lower distracting factors and encourage trust
within the organization.
Goal setting and desired performance reinforcement: organizations find it
efficient to match individual worker’s goals and performance with organizational
goals. PAs provide room for discussion in the collabor
and organizational goals.
Collaboration can also be advantageous by resulting in employee acceptance and
satisfaction of appraisal results.
Performance improvement: well constructed PAs can be valuable tools for
communication with employees as pertaining to how their job performance
stands with organizational expectations.
At the organizational level, numerous studies have reported positive
relationships between human resource management (HRM) practices
performance impro
Determination of training needs: “Employee training and development are crucial
components in helping an organization achieve strategic initiatives”.
It has been argued that for PAs to truly be effe
for training and development in problem areas, as determined by the appraisal,
must be offered. PAs can especially be instrumental for identifying training needs
of new employees.
employees’ career goals.
Potential Complications
Despite all the potential advantages of formal performance appraisals (PAs),
there are also potential drawbacks. It has been noted that determining the relationship
between individual job performance and organizational performance can be a difficult
task. Generally, there are two overarching problems from which several complications
spawn. One of the problems with formal PAs is there can be detrimental effects to the
organization(s) involved if the appraisals are not used appropriately. The second
problem with formal PAs is they can be ineffective if the PA system does not
correspond with the organizational culture
Such factors that consume psychological energy can lower job performance and
cause workers to lose sight of organizational goals. Properly constructed and
within the organization.
and desired performance reinforcement: organizations find it
PAs provide room for discussion in the collaboration of these individual
and organizational goals.
satisfaction of appraisal results.
with employees as pertaining to how their job performance
stands with organizational expectations.
relationships between human resource management (HRM) practices
performance improvement at both the individual and organizational levels.
It has been argued that for PAs to truly be effective, post-appraisal opportunities
PAs can especially be instrumental for identifying training needs
of new employees. Finally, PAs can help in the establishment and supervision of
employees’ career goals.
Complications
job performance and organizational performance can be a difficult
Generally, there are two overarching problems from which several complications
volved if the appraisals are not used appropriately. The second
organizational culture and system.
Page 21
can lower job performance and
Properly constructed and
and desired performance reinforcement: organizations find it
ation of these individual
with employees as pertaining to how their job performance
relationships between human resource management (HRM) practices and
vement at both the individual and organizational levels.
appraisal opportunities
PAs can especially be instrumental for identifying training needs
nt and supervision of
job performance and organizational performance can be a difficult
Generally, there are two overarching problems from which several complications
volved if the appraisals are not used appropriately. The second

Complications stemming from these are:
• Detrimental to quality improvement: it has been proposed that the use of PA
systems in organizations adversely affect organizations’ pursuits of quality
performance.
• It is believed by some scholars and practitioners that the use of PAs is more than
unnecessary if there is
• Subjective evaluations: Traditional p
manager's or supervisor's perceptions of an employee's performance and
employees are evaluated subjectively rather than objectively.
• Therefore the review may be influenced by many non
as employee 'likeability', personal prejudices, ease of management, and/or
previous mistakes or successes. Reviews should instead be based on data
supported, measurable behaviors and results within the
• Negative perceptions: Quite ofte
PAs. Receiving and/or the anticipation of receiving a PA can be uncomfortable
and distressful and potentially cause
subordinates.
• If the person being appraised does not trust their employer, appraiser or believe
that they will benefit from the process it may become a tick box exercise.
• Errors: Performance appraisals should provide ac
employee’s performance as compared to pre
organizational expectations).
• Nevertheless, supervisors will sometimes rate employees more favorably than that
of their true performance in order
• Inflated ratings are a common malady associated with formal PA.
Complications stemming from these are:
Detrimental to quality improvement: it has been proposed that the use of PA
by some scholars and practitioners that the use of PAs is more than
unnecessary if there is total quality management.
Subjective evaluations: Traditional performance appraisals are often based upon a
employees are evaluated subjectively rather than objectively.
Therefore the review may be influenced by many non-performance factors such
s employee 'likeability', personal prejudices, ease of management, and/or
previous mistakes or successes. Reviews should instead be based on data
supported, measurable behaviors and results within the performer’s
Negative perceptions: Quite often, individuals have negative perceptions of
Receiving and/or the anticipation of receiving a PA can be uncomfortable
and potentially cause tension between supervisors and
If the person being appraised does not trust their employer, appraiser or believe
Errors: Performance appraisals should provide accurate and relevant ratings of an
employee’s performance as compared to pre-established criteria/goals (i.e.
organizational expectations).
Nevertheless, supervisors will sometimes rate employees more favorably than that
of their true performance in order to please the employees and avoid conflict.
Inflated ratings are a common malady associated with formal PA.
Page 22
Detrimental to quality improvement: it has been proposed that the use of PA
by some scholars and practitioners that the use of PAs is more than
erformance appraisals are often based upon a
performance factors such
s employee 'likeability', personal prejudices, ease of management, and/or
previous mistakes or successes. Reviews should instead be based on data-
performer’s control.
n, individuals have negative perceptions of
Receiving and/or the anticipation of receiving a PA can be uncomfortable
tension between supervisors and
If the person being appraised does not trust their employer, appraiser or believe
curate and relevant ratings of an
established criteria/goals (i.e.
Nevertheless, supervisors will sometimes rate employees more favorably than that
to please the employees and avoid conflict.
Inflated ratings are a common malady associated with formal PA.

Improvements
Although performance appraisals can be so easily biased, there are certain
steps that can be taken to improve the evaluations and
through the following:
Training - Creating an awareness and acceptance in the people conducting the
appraisals that within a group of workers, they will find a wide range in
difference of skills and abilities.
Providing Feedback
evaluated their subordinates with feedback, including information on ratings
from other managers. This reduces leniency errors.
Subordinate Participation
evaluation process, there is employee
for any discrepancies between self ratings and supervisor ratings, thus,
increasing job satisfaction and motivation.
Opposition
Not everyone is in favor of formal performance
employees, especially those most affected by such ratings are not very enthusiastic
about them. There are many critics of these appraisals including labor unions and
managers.
Labor Unions
Labor unions represent 11% (7% in the private sector) of the work force in the
United States. In some cases they may require that seniority be taken as one of the
main criteria for promotion. However, length of job experience may not always be a
reliable indication of the ability to perform a higher level job. That is why some
employers give senior people the first opportunity for promotion, but the employer
may seek to further quali
(not solely because of length of service). Performance appraisals may provide a basis
for assessment of employee merit as a component of these decisions.
steps that can be taken to improve the evaluations and reduce the margin of errors
through the following:
Creating an awareness and acceptance in the people conducting the
difference of skills and abilities.
Providing Feedback to Raters - Trained raters provide managers who
from other managers. This reduces leniency errors.
Subordinate Participation - By allowing employee participation in the
n process, there is employee-supervisor reciprocity in the discussion
increasing job satisfaction and motivation.
Not everyone is in favor of formal performance appraisal systems. Many
represent 11% (7% in the private sector) of the work force in the
promotion. However, length of job experience may not always be a
may seek to further qualify the employee for that promotion because of their abilities
Page 23
reduce the margin of errors
Creating an awareness and acceptance in the people conducting the
Trained raters provide managers who
By allowing employee participation in the
supervisor reciprocity in the discussion
appraisal systems. Many
represent 11% (7% in the private sector) of the work force in the
promotion. However, length of job experience may not always be a
fy the employee for that promotion because of their abilities

Managers
Managers who have had
designed appraisal programs may be skeptical about their usefulness.
Some managers may not like to play the role of a judge and be responsible for
the future of their subordinates.
They may be uncomforta
employees.
This tendency can lead them to inflate their assessments of the workers’ job
performance, giving higher ratings than deserved.
Conduct
Human resource management
Performance management systems consist of the activities and/or processes embraced
by an organization in anticipation of improving employee performance, and therefore,
organizational performance.
the organizational level and the individual level. At the organizational level,
performance managem
performance with organizational performance goals.
organizational performance goals depends on the performance of the individual
organizational members.
prove to be a valuable performance management process for the purposes of HRM
and for the organization.
is one of the most important processes in Human Resourc
Methods of collecting data
There are three main methods used to collect performance appraisal (PA) data:
objective production, personnel, and judgmental evaluation. Judgmental evaluations
are the most commonly used with a large variety of
Managers who have had unsatisfactory experiences with inadequate or poorly
the future of their subordinates.
They may be uncomfortable about providing negative feedback to the
performance, giving higher ratings than deserved.
Human resource management (HRM) conducts performance management.
anization in anticipation of improving employee performance, and therefore,
organizational performance. Consequently, performance management is conducted at
performance management oversees organizational performance and compares present
performance with organizational performance goals. The achievement of these
organizational members. Therefore, measuring individual employee performance can
and for the organization. Many researchers would argue that performance appraisal
is one of the most important processes in Human Resource Management.
Methods of collecting data
are the most commonly used with a large variety of evaluation methods.
Page 24
unsatisfactory experiences with inadequate or poorly
ble about providing negative feedback to the
(HRM) conducts performance management.
anization in anticipation of improving employee performance, and therefore,
Consequently, performance management is conducted at
ent oversees organizational performance and compares present
The achievement of these
ing individual employee performance can
Many researchers would argue that performance appraisal
e Management.
evaluation methods.

Objective Production
The objective production method consists of direct, but limited, measures such as
sales figures, production numbers, the electronic performance monitoring of data
entry workers, etc. The measures used to appraise performance would depend on the
job and its duties. Although these measures deal with unambiguous criteria, they are
usually incomplete because of criterion contamination and criterion deficiency.
Criterion contamination refer
conceptual criteria In other
outside of the employee’s control. Criterion deficiency refers to the part of the
conceptual criteria tha
quantity of production does not necessarily indicate the quality of the products. Both
types of criterion inadequacies result in reduced
the fact that objective production data is not a complete reflection upon job
performance, such data is relevant to job performance.
Happy-Productive Worker Hypothesis
The happy-productive worker hypothesis
most productive performers, and the most productive performers are the happiest
workers. Yet, after decades of research, the relationship between
performance produces only a weak positive corre
by Psychological Bulletin
uncorrected correlation of 0.18.
productive worker hypothesis would predict.
Personnel
The personnel method is the recording of withdrawal behaviors (i.e. absenteeism,
accidents). Most organizations consider unexcused absences to be indicators of poor
job performance, even with all other factors being equal
criterion deficiency. The quantity of an employee’s absences does not reflect how
dedicated he/she may be to the job and its duties. Especially for
accidents can often be
subject to criterion contamination because situational factors also contribute to
accidents. Once again, both types of criterion inadequacies result in reduced validity
Production
The measures used to appraise performance would depend on the
Criterion contamination refers to the part of the actual criteria that is unrelated to the
In other words; the variability in performance can be due to factors
conceptual criteria that is not measured by the actual criteria. In other words, the
types of criterion inadequacies result in reduced validity of the measure.
performance, such data is relevant to job performance.
Productive Worker Hypothesis
productive worker hypothesis states that the happiest workers are the
Yet, after decades of research, the relationship between satisfaction and
performance produces only a weak positive correlation. Published in 2001
Psychological Bulletin, a meta-analysis of 312 research studies produced an
uncorrected correlation of 0.18. This correlation is much weaker than what the happy
productive worker hypothesis would predict.
el method is the recording of withdrawal behaviors (i.e. absenteeism,
job performance, even with all other factors being equal; however
ency. The quantity of an employee’s absences does not reflect how
dedicated he/she may be to the job and its duties. Especially for
accidents can often be a useful indicator of poor job performance,
Page 25
The measures used to appraise performance would depend on the
s to the part of the actual criteria that is unrelated to the
the variability in performance can be due to factors
In other words, the
of the measure. Regardless of
states that the happiest workers are the
satisfaction and job
lation. Published in 2001
analysis of 312 research studies produced an
This correlation is much weaker than what the happy-
el method is the recording of withdrawal behaviors (i.e. absenteeism,
however, this is subject to
ency. The quantity of an employee’s absences does not reflect how
dedicated he/she may be to the job and its duties. Especially for blue-collar jobs,
a useful indicator of poor job performance, but this is also

of the measure. Although e
job performance rather than good performance, such personnel data is not a
comprehensive reflection of an employee’s performance.
Judgmental evaluation
Judgmental evaluation appears to be a
be considered a methodology. A common approach to obtaining PAs is by means of
raters. Because the raters are human, some error will always be present in the data.
The most common types of error are
errors resulting from the
rate a person who is exceptionally strong in one area higher than deserved in other
areas. It is the opposite of the Horns effect, where a person i
deserved in other areas due to an extreme deficiency in a single discipline.
errors arise predominantly from
and evaluate other individuals in various contexts is associated with how we acquire,
process, and categorize information.
An essential piece of this method is rater training. Rater training is the process of
educating raters to make
achieved by reducing the frequency of halo, leniency, and central
errors.[1]Rater training also helps
for evaluation of individual performance.
support the ambition of effectual
is expensive, time consuming, and only truly functional for behavioral assessments.
Although excessive absenteeism and/or accidents often indicate poor
comprehensive reflection of an employee’s performance.
Judgmental evaluation
Judgmental evaluation appears to be a collection of methods, and as such, could
Because the raters are human, some error will always be present in the data.
The most common types of error are leniency errors, central tendency
errors resulting from the halo effect. Halo effect is characterized by the tendency to
areas. It is the opposite of the Horns effect, where a person is rated as lower than
deserved in other areas due to an extreme deficiency in a single discipline.
errors arise predominantly from social cognition and the theory in t
process, and categorize information.
educating raters to make more accurate assessments of performance, typically
achieved by reducing the frequency of halo, leniency, and central
Rater training also helps the raters develop a common frame of reference
for evaluation of individual performance. Many researchers and survey respondents
support the ambition of effectual rater training. However, it is noted that such training
Page 26
xcessive absenteeism and/or accidents often indicate poor
collection of methods, and as such, could
Because the raters are human, some error will always be present in the data.
central tendency errors, and
Halo effect is characterized by the tendency to
s rated as lower than
deserved in other areas due to an extreme deficiency in a single discipline. These
and the theory in that how we judge
more accurate assessments of performance, typically
achieved by reducing the frequency of halo, leniency, and central-tendency
the raters develop a common frame of reference
Many researchers and survey respondents
However, it is noted that such training

4.1 DATA ANALYSIS AND INTERPRETATION
CHAPTER – 4
Page 27

The Table and Graph Shows the Gap between two
Option
Quarterly
Half Year
Yearly
Total
INTERPRETATION:
From the above table and graph showing the process of gap between two
appraisal process in response
36% want yearly gap for the employee and 20% employees for need 20%.
Quarterly
20%
The Table and Graph Shows the Gap between two
period
TABLE NO : 1
Option Responses Percentage
Quarterly 10 20%
Half Year 22 44%
Yearly 18 36%
50 100%
GRAPH NO :1
INTERPRETATION:
appraisal process in response of the employees for required the half yearly 44% and
Quarterly Half Year Yearly
20%
44%
36%
Page 28
The Table and Graph Shows the Gap between two appraisal
Percentage
20%
44%
36%
100%
of the employees for required the half yearly 44% and

The table and Graph Shows the help in polishing skills and
Option
Yes
No
Somewhat
Total
INTERPRETATION:
If the process of appraisal does not lead to the improvement of the skills and
proficiency of the employees, the very purpose of appraisal becomes illogical. In the
survey conducted it was observed that nearly 74% of the respondents agree that
performance appraisal does leads to polishing the skills of the employees. Nearly 10%
of the respondents view that it does not serve this purpose and around 16% were not
able to respond as to wh
Yes
74%
performance area
Table No : 2
Yes 37 74%
No 5 10%
Somewhat 8 16%
Total 50 100%
Graph No : 2
INTERPRETATION:
it was observed that nearly 74% of the respondents agree that
able to respond as to whether it serve any such purpose or not.
No Somewhat
74%
10%
16%
Page 29
Percentage
it was observed that nearly 74% of the respondents agree that

The Table and graph showing the Employees Opinion as to the
purpose of Performance Appraisal
Option
Yes
No
Total
INTERPRETATION:
From the above table and graph showing
standard / yard stick performance in 84% of the good agree of yes and 16% of the
normally No of the response is given the employees.
0
5
10
15
20
25
30
35
40
45
50
purpose of Performance Appraisal
TABLE NO : 3
Option Response Percentage
Yes 42 84%
No 8 16%
Total 50 100%
GRAPH NO: 3
INTERPRETATION:
From the above table and graph showing performance appraisal process in
normally No of the response is given the employees.
1 2
Page 30
Percentage
performance appraisal process in
No
Yes

The Table and Graph Showing the
Option
Fully Satisfied
Satisfied
Can't Say
Dissatisfied
Total
INTERPRETATION:
From the above table and graphs declare that the
are normally satisfied the 24% and fully satisfied the 2% and dissatisfied the 30% of
the employee and cannot say the anything opinion of employees are 44% of the
employees.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Fully Satified
The Table and Graph Showing the Employees’ Opinion
present appraisal system
TABLE NO : 4
Fully Satisfied 1 2%
Satisfied 12 24%
Can't Say 22 44%
Dissatisfied 15 30%
Total 50 100%
GRAPH NO: 4
INTERPRETATION:
From the above table and graphs declare that the present opinion of employees
Fully Satified Satisfied Can't Say Dissatisfied
Page 31
Employees’ Opinion as to the
Percentage
2%
24%
44%
30%
100%
present opinion of employees
Series1

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