This document summarizes a study on the impact of fairness of feedback on employee performance. The study was conducted at Larsen & Toubro, an Indian engineering company, and surveyed 35 employees. It found that the average perceived fairness of the performance management system was 3.82 and the average self-perceived employee performance was 3.94. A correlation analysis found a moderate positive relationship between perceived fairness of feedback and self-perceived performance. The study concluded that perceived fairness of performance appraisals has a strong impact on employee performance.

1. A Study On Impact Of Fairness Of
Feedback On Performance
Submitted By
Chinmoy Nanda
15DM011
Faculty Mentor
Prof. Bala Subramanian

2. Introduction
• Performance management is a process by which
managers and employees work together to
– plan,
– monitor and
– review an employee’s work objectives and overall
contribution to the organization.
• PMS is the continuous process of setting objectives,
assessing progress and providing on-going coaching
and feedback to ensure that employees are meeting
their objectives and career goals.

3. Objective
• To find out the perceived fairness of feedback
• To find the perceived performance of the employees
• To find the relationship between the perceived fairness
of feedback and performance of the employees

4. Scope
• Identifying the parameters of performance
and stating them very clearly
• Setting performance standards
• Planning in participative ways where
appropriate, performance of all constituents
• Planning performance development activities
• Recognizing and promoting performance
culture

5. About Company
• Larsen & Toubro Limited (L&T), India’s largest engineering,
technology and Construction Company.
• It is one of the largest and most respected companies in India’s
private sector.
• The company was founded in Bombay (Mumbai) in 1938 by two
Danish engineers, Henning Holck-Larsen and Soren Kristian
• L&T along with its subsidiaries and associate companies is a team of
more than 45000 L&T-its spread across multiple locations across
the globe
• The company encourages entrepreneurial skills thus, enabling and
empowering employees to take appropriate risks.

6. Research design
• Primary data collected through closed ended questionnaire
to find the fairness of performance management system
and self perceived performance of employees.
• Random sampling
• Sample size - 35
• Location
Survey was conducted at Larsen & Toubro, khandwa
• Statistical Tool
Mean and Correlation

7. Data Analysis
Mean
Fairness of PMS Mean Self Perceived Performance Mean
3.82 3.94
Correlation
Fairness of PMS
Mean
Self Perceived Performance
Mean
Fairness of PMS Mean 1
Self Perceived Performance
Mean
0.354339746 1

8. 3.75
4.42
3.75
3.17
4.50
3.75
3.67
4.58
3.58
3.83
4.50
3.92
4.42
3.75
2.58
3.83
2.42
3.75
4.50
4.08
4.00
3.583.58
4.42
4.33
4.08
3.58
4.42
4.00
3.92
2.08
2.92
3.25
4.33
4.42
4.25
5.00
3.38
3.75
3.88
4.62
3.75
3.25
3.13
4.00
3.38
3.63
4.62
4.00
4.38
4.12
3.50
3.63
4.88
4.12
3.75
3.63
3.50
4.25
4.75
4.00
4.25
3.88
3.63
4.12
3.38
3.75
3.38
4.00
4.38
0.00
1.00
2.00
3.00
4.00
5.00
6.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35
PMS Mean
Performance Mean
Graph

9. Limitation
• Total company data was not accessible
• Performance Management System is a vast
topic, we cannot judge it only through
questionnaire. There are many other factors
those effects on Performance Management
System such as Nature of job, responsibilities
in organization, management, gender, clients
and external parties, etc.

10. Conclusion
• The analysis of responses was done by using correlation and regression
analysis which supported that perceived fairness of performance appraisal
has a very strong impact on employee performance.
• Thus the null hypothesis that there is no impact of perceived fairness of
performance appraisal behavior on employee performance was rejected
and therefore it can be said that there exist a strong impact of perceived
fairness of performance appraisal on employee performance.
• Research has shown that perceived fairness of performance appraisal
behavior plays a very vital role in contributing to organizational
functioning and performance thereby giving a better clarity to the relation
between employee performance and perceived fairness of performance
appraisal.

11. Thank You