The document provides an overview of the performance appraisal system at Simplex Infrastructures Ltd. It discusses: 1. The objectives of studying and enhancing the performance appraisal system and identifying training needs to help employees and the organization. 2. An overview of the performance appraisal process, including goal setting, reviews, feedback, and counseling to address skills gaps and motivational issues. 3. Details about the company's organizational structure, branches, products/services, and quality policy to provide context around its operations and focus on infrastructure development.

1. EXECUTIVE SUMMARY
INTRODUCTION OF PROJECT:-
With the rapidly changing technological, social, economic, political, legal environment &
the trend toward globalization of business & industry so effective management of human
resource has become a very challenging job. There is no denying the fact that human
element is at the center stage in all economic activities. In this project, an attempt has been
made to suggest various measures to serve as guidelines for the management of SIMPLEX
INFRASTRUCTURES LTD .
Performance appraisal procedure was studied at SIMPLEX INFRASTRUCTURES LTD.
The main objective of the project was to study the appraisal procedure & process of the
company.
This research is descriptive type it include primary data and secondary data. Primary data
is designing of questionnaire from where the data was collected. Secondary data was
collected through the extensive study of the company website and other related website
and books.
PROJECT TITLE:-
“Enhancing personnel effectiveness and workplace leadership for teamwork at SIMPLEX
INFRASTRUCTURES LTD.
1

2. OBJECTIVES OF THE PROJECT:-
To study the performance appraisal system and method of performance appraisal at
SIMPLEX INFRASTRUCTURES LTD.
To study whether the identified training needs are fulfilled or not.
To find out the level of satisfaction of the employees through the Performance Appraisal.
To help organization to overcome its weakness & develop healthy workforce.
SCOPE OF THE STUDY:-
The scope of the project covers the study of performance appraisal system of
the SIMPLEX INFRASRUCTURES LTD. The study covers feedback from
senior and middle management officer of company on performance appraisal
and its impact on promotion, transfer, work attitude, career planning etc.
2

3. COMPANY PROFILE
BRIEF HISTORY
Since 1924 when Simplex became the first company to introduce cast-in-situ-driven piles
in India and South East Asia, it has been on the forefront of technical breakthroughs in
the Indian construction industry.
1935 - Starts construction of steel plants, subsequently
building India's steel backbone with plants for SAIL,
Tata, Jindal, Essar, etc.
1940s - Constructs the prestigious King George Docks
(Jawaharlal Nehru Port) in Mumbai to be recognised
as one of the top construction engineers of India
1960s - Makes maiden foray into the urban utilities segment,
setting up sewage treatment plant in Howrah
1970 - Begins civil and structural construction of Thermal
Power Plants.
1972-73 - Install India's first 50m deep cast-in-situ driven piles
at Cochin.
1977-78 - Develops indigenous technique for soil densification
through stone columns by driven piling technique.
1982-83 - Develops breakthrough technique for jointed pre-
cast concrete piles.
3

4. 1990 - Constructs 2000mm dia pile foundation for the first
time in India.
1993-94 - Becomes first to install fully computerised geo-
technical laboratory in India.
1997 - (1) Enters the transport sector with road, bridge and
railway construction.
(2) Constructs the first housing complex using
Aarding 'Tunnel Forum' technology in the country.
1999 - Constructs Rail over-bridge with 50m span P. S. C.
Girder over running electrified section of rail-track
for the first time in India.
2002 - Begins civil and structural construction of Nuclear
Power Plants to establish comprehensive capabilities
in the power sector.
2004 - Begins civil and structural construction of hydro-
power plants.
2008 - Over 70 Mtr. deep Pile in Kochi.
2010 - Begins installation of steel using vibro technology at
Dahej Port in one of the world's most challenging
marine conditions.
4

5. ACHIVEMENTS
Been in business since 1924 and present in almost all Indian States as well as Middle
East.
Simplex combines financial robustness with technological competence. The Company
enjoys an uninterrupted profit track record since inception.
Repeat orders from reputed & large clientele.
Recognized by World Confederation of Businesses as “Inspirational Company with
all its Rights & Privileges” in 2010
POSITION IN INDIA
Ranked 7th among “India‟s Top 10 Infrastructures Companies” by Construction
Week.
Ranked among “Top 5 India‟s Fastest Growing Large Companies” by Business Today
in 2008.
AWARDS
Awarded by International BID Quality Summit, New York the “International
Quality Summit Award in Gold Category” for achievement in Quality &
Excellence in 2009.
Thrice nominated as “Most Admired Infrastructure Company” by NDTV Profit in
2006, 2008 & 2009.
Titled as “Overall Best Managed Company” by Asia Money in 2005 .
5

6. MARKET VALUE
Present Order Book of Rs.14,707 Crores with over 150 Projects location in India and
Overseas.
Its shares are listed on the NSE, BSE & CSE enjoying Market Capitalization of
Rs.2500 Crores .
VISION
We have the vision to lead and win. To execute projects with consistent quality assurance,
cost control and adherence to milestones in a safe environment as per customer
requirements.
MISSION
To promote the culture of sharing rich and varied experience with staff members, as also with
clients. And thereby benefit and help the growth of the construction fraternity and society at
large.
Simplex serves those who build the nation. Our diverse clientele ranges from statutory bodies
to national and state governments to domestic and international conglomerates.
6

7. ORGANIZATIONAL STRUCTURE
OF
SIMPLEX INFRASTRUCTURES LTD
Chairman
Vice Chairman
Managing Director
Production Marketing HR Finance Technical
Manager Manager Manager Manager Manager
Sales Advertise Executive Consultant MIS
Officer Officer Officer Consulta
nt
Supervisor HR Admin Safety
Officer Officer Officer
Material
Manager
Workers
R&D
Manager
7

8. HUMAN RESOURCE DEPARTMENT
OF
SIMPLEX INFRASTRUCTURES LTD
HR DEPARTMENT
The HR department takes care of all process related to Human Resource in the company. The
process like performance management, pay roll, training and development, recruitment,
corporate and internal communication, community development.
1. PERFORMANCE MANAGEMENT
Handle appraisal of employees.
2. TRAINING DIVISION
This division trains the new entrants. Various faculties‟ gives training on different topics like
on power products of the company, marketing, technical calls etc.
3. RECRUITMENT
Handle the recruitment, joining formalities etc of the employees.
4. COMMUNITY DEVELOPMENT
The company encourages its employees to spend their spare time in service to
society.
8

9. HR MISSION STATEMENT
To find way to help the associates to do what they love and love what they do. The mission
statement of HR department stays as a constant reminder for associate‟s wellbeing.
BRANCHES AND OFFICES
KOLKATA(Registered office)
MUMBAI
DELHI
CHENNAI
9

10. PRODUCT PROFILE
PRODUCTS AND SERVICES
10

11. 11

12. EXPERTISE FIELDS
12

13. QUALITY POLICY OF THE COMPANY
13

14. ABOUT PERFORMANCEAPPRAISAL
Performance Appraisal is a systematic attempt to measure the performance of all
employees and take steps to ensure its continuous improvement. It entails:
1. Setting clear goals & desirable behavior for all employees
2. Evaluating i.e. comparing output with the goals set
3. Evaluating i.e. comparing behavior with the scale
4. Passing a feedback
5. Recommending rewards for performers
6. Recommending a Development Plan to address skill gaps
7. Counseling to address motivational issues.
Requirements for an Effective Performance Appraisal
The following competencies come in handy while conducting a Performance
Appraisal:
1. Goal Setting using the SMART Concept
2. Communication – Speaking, Writing & Listening Skills
3. Counseling
4. Discipline & Process Orientation
In addition, access to correct information, a simple & understandable appraisal form
and a transparent process contributes to making an appraisal effective
14

15. DEFINITION OF THE TERM
''PERFORMANCEAPPRAISAL''
Afford and Beatty: ''Performance appraisal is the evaluation or appraisal of the
relative worth to the company of man's service on his job''.
''Performance appraisal is a formal structured system of measuring and evaluating an
employee's job related behaviors and outcomes to discover how and why the
employee is presently performing on the job and how the employee can perform
more effectively in the
future so that the employee, organization and society all benefits.
The last definition include employee's behaviour, as part of the assessment.
Behavior can be active or passive, do something or does nothing. Either way
,behavior affects job results. The other term used for performance appraisal are
performance rating, employee assessment, employee performance review, personal
review, personal appraisal, performance evaluation, employee evaluation and merit
rating.
It is linked to job analysis as shown in the table.
RELATIONOFPERFORMANCEAPPRAISAL AND JOB
ANALYSIS
Job analysis Performance Standards Performance Appraisal
Describes work Translates job Describe the job relevant
and requirements into levels strength and weaknesses of
personal of acceptable or each individual
requirement of a unacceptable performance
particular job
15

16. WHO WILL APPRAISE?
Supervisors
Peers
Subordinates
Self appraisals
consultants
WHEN TO APPRAISE?
Informal appraisals are conducted whenever the supervisor
or personnel manager feel it necessary. However ,systematic
appraisals are conducted on a regular basis, say for example,
every six months or annually.
OBJECTIVES OF PERFORMANCE APPRAISAL :
To increase productivity
To improve quality
To help company to fulfill its future personnel needs
To improve organizational climate
To improve health and safety
To secure optimum co attribution from employees
To prepare worker for higher level job
BENEFITS OF PERFORMANCE APPRAISALS
How Performance appraisal Benefits the
Organization:
16

17. Improves the job knowledge and skills at all levels of the organization.
Improves the morale of the workforce
Helps people identify with organizational goals
Helps create a better corporate image
Improves relationship between boss and subordinate
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization
Organization gets more effective decision-making and problem-
solving skills
Aids in increasing productivity and/or quality of work
Aids in improving organizational communication
Benefits to the Individual :
Helps the individual in making better decisions and effective problem
solving
Helps a person handle stress, tension, frustration and conflict
Increases job satisfaction and recognition
Moves a person towards personal goals while improving interactive
skills
Provides the trainee an avenue for growth and a say in his/her own
future
Improves communication between groups and individuals:
Improves interpersonal skills.
Improves morale
17

18. Builds cohesiveness in groups
Provides a good climate for learning, growth, and co-ordination
Makes the organization a better place to work and live
THE PROCESS OF PERFORMANCE APPRAISALS
PERFORMANCE GOAL SETTING
DETERMINING ACTION PLAN
PERFORMANCE REVIEW
PERFORMANCE FEEDBACK
PERFORMANCE COUNSELLING
COACHING
18

19. 1. The Process of performance Goal Setting
PERFORMANCE goal setting is largely about bringing into focus the performance
expectations. The following, therefore, are the key components of performance goal
setting process.
1. Establishing Key Result Areas (KRAs)
2. Setting Agreed Objectives/Goals
3. Determining Action plans for objectives
Organizational Vision & Mission
Business Strategy
Project‟s KRAs
Department / Functional KRAs
Individual Individual KRAs Performance
KRAs Measures
Action Plan
2.Determining Action Plans for Objectives
The second component of performance goal setting is the action plan for the objectives,
which helps employees specify key actions and milestones.
There may not be enough time during the goal setting session to complete the action plans
for every objective that needs them. It is advisable to leave this job to the team member
who may submit them at a later date.
GOAL – 99% uptime for DG sets for the period June 2011 – Dec 2011.
19

20. ACTION PLAN
Serial No. Activity Start End Responsibility
01 Provide training to all operators 1.08.11 30.08.11 A Mohanty
Carry out preventive maintenance on
02 1.08.11 30.08.11 B Das
all sets .
03 Replace an old set with a new one 1.09.11 30.0911. A Ghosh
Carry out preventive maintenance on
04 1.10.11 30.10.11 B Das
all sets .
3.Performance Review
“If we want performance in the workplace, somebody has to have the courage and
confidence to determine whether we are getting it or not.”
Andrew Grove
 What is Performance Review?
Performance review may be defined as - 'A systematic means of ensuring that managers
and their staff meet regularly to discuss past and present performance issues, and to agree
what future action is appropriate on both sides.'
Performance review must be seen as an intrinsic part of manager's responsibilities and not
as an unwelcome and time-consuming appendage. It is about improving performance and
ultimately effectiveness.
 Objectives of Reviewing Performance
Motivation: to provide positive feedback, recognition, praise and opportunities for growth;
to clarify expectations
Development: to provide a basis for developing and broadening capabilities relevant both
to the current role and any future role that the employee may have the potential to carry
out;
Communicating Performance: to communicate to them exactly where they stand in terms
of their performance.
20

21.  THE PROCESS OF PERFORMANCE REVIEW
The Performance Review process, as shown in the figure in the following page, is
completed in the following steps:
1. Planning for Review
2. The Review Meeting
 Delivering the Message
 Review Writing
 Creating Developmental Plan
Planning for
Review
Review Meeting
Delivering the message Creating development plan
Review Writing
The Process of Performance Review
21

22. 4. PERFORMANCE FEEDBACK
“Feedback is the breakfast of champions.”
-Ken Blanchard
 Performance Feedback: An Overview
Feedback is 'Information about performance or behaviour that leads to an action to affirm
or develop that performance or behaviour, Performance feedback provides information that
helps employees to alter, change or maintain their behaviours and / or attitudes so that the
organization continues to operate smoothly. The key elements of performance feedback
are:
Description of behavior : Feedback should address the specific action or behaviour you
are trying to recognize or change.
Specific: Feedback must be detailed and individualized for the specific person with whom
you are addressing.
Non-evaluative: When providing feedback, one must not respond in a judgmental way but
only base it on facts.
Timely: It should be given as close to the performance event being addressed as possible.
Empathetic: feedback should acknowledge the feelings of both parties in the discussion.
 Types of Feedback
Performance feedback can be delivered in the following three ways:
1. Positive feedback
2. Negative feedback
3. Constructive feedback
22

23. 1. POSITIVE FEEDBACK: Defined as: "providing feedback to someone who has
done something well and deserves praise for his or her efforts. This is feedback
given to a person which reinforces 'good 'performance or behavior, physical
appearance etc. The entire objective is appreciation and reinforcement. positive
feedback reinforces acceptable behavior with the signal that it can be repeated
again.
2. Negative feedback: Defined as: "corrective feedback given for improving 'poor'
performance or behavior.
3. Constructive feedback: This is feedback given with the basic assumption that it
builds on what is good and it plans further development. Constructive feedback
consists of positive feedback, which is given to reinforce acceptable behavior. It
also consists of feedback pertaining to corrective or unacceptable behavior but it is
delivered in a way which is not harsh or rude. The entire objective is to pinpoint
corrective areas with the intention of planning improvement towards growth and
development. Even if one is giving constructive feedback there is a need to word
the feedback carefully. Complete the next worksheet and read subsequent pages to
gain the skill of giving acceptable feedback.
4. PERFORMANCE COUNSELLING
The Institute of Personnel and Development (IPD) as have described counseling:
'Any activity in the workplace where one individual uses a set of skills and
techniques to help another individual to take responsibility for and to manage their
own decision-making whether it is work related or personal." The mantle of helping
individual, in the context of performance counseling is generally donned by the
manager. The purview of performance counseling essentially includes the
motivational aspect affecting professional growth and performance of a subordinate.
23

24. Performance Counseling is about helping Subordinate Resolve the hindering issues:
Performance counseling always relies on the assumption that the subordinate has the skills,
knowledge and - deep down - the desire to find a solution. They may be too close to the
problem, or too immersed in emotion to be able to think rationally. The manager's role is to
help the subordinate step back and see it differently, so that they can find a new way
forward.
Performance Counseling is about Listening:
Counseling, more than any other managerial conversation, demands deep listening skills.
The manager must give this conversation his undivided attention and as much time as it
needs. It should be understood that the conversation should be private and completely free
from interruption. The manager should limit his responsibility to provide counseling in
areas that directly or indirectly affect subordinate's performance.
Performance Counseling is not about Giving Advice:
Counseling helps to resolve a situation that the person sees as a problem. Counseling is not
giving advice. As a counselor, the manager's role is to provide a different perspective from
which to try out ideas. The counseled person (henceforth referred as the 'subordinate') must
find their own solution and exercise their own responsibility.
The Four Stages of Performance Counseling:
The four stages of performance counseling are very like those of coaching. The main
difference between them is in emphasis. Coaching is about reaching a goal and improving
in some way; counseling is essentially about removing some performance obstacle or
difficulty and simply being able to move on.
24

25. Stage I: DIAGNOSIS
This is the conversation for relationship. The manager needs to establish at the outset a
positive relationship with the subordinate. During this stage, both the manager and the
subordinate being counseled need to establish the following:
What is the subordinate's perception of the problem?
Where is the blockage?
Stage II: EXPLORATION
This is the conversation for possibility. The manager‟s role here is to help the subordinate
to step back and examine the possibilities of the situation. During this stage, the following
questions may be useful:
'Why do you think you feel this way?‟
'What kind of response do you think you might get if you told X about this?'
'Who else has contributed to the problem?'
'How do you think this has arisen?'
'What might be the cause of the problem?‟
The manager might consider making the conversation more creative at this stage by asking
the subordinate to think about the problem in radically different ways:
'What does this problem look like?'
'If you were the problem, how would you feel?'
'Can you think of another way of expressing the problem?'
A subordinate may all too easily feel pressure at this point to take ownership of a problem
while lacking any desire to. The manager must use all his skill and sensitivity to manage
this most crucial part of the process.
Stage III: OPPORTUNITIES
25

26. The conversation for opportunity should lead the subordinate to envisage possible courses
of action and their consequences. The subordinate should be moving from emotion to a
more considered attitude without any pressure from the manager.
They should be visualizing various results and the feelings these would evoke. The
subordinate should by now be feeling more enabled to choose a course of action.
Stage IV: ACTION
Now that the subordinate can see the situation more clearly and has assessed various
options, there is a need to make a move. If the manager has helped the subordinate being
counseled to make a clear plan, then the process of counseling has succeeded. Both the
manager and subordinate need to feel hat they have anticipated most of the likely outcomes
of the proposed action and that, between them, they have the resources to cope with the
consequences.
6.COACHING
correction wit“ A Coach is someone who can give hout causing resentment.”
-John Wooden
Coaching is undertaken to bring out the best in people. The first use of the word in the
English language was in reference to a particular kind of carriage. Hence, the basic
meaning is to "transporting a valued person from where he or she is to where he or she
wants to be."
Coaching is an ongoing process designed to help the employee gain greater competence
and overcome barriers to improving performance. Coaching differs from training, which is
26

27. a structured process to provide employees with the knowledge and skills to perform job
tasks. Coaching is thus closer to practice while training is closer to theory.
Counseling vs. Coaching?
Coaching aims at augmenting performance by increasing the competence of the person to
deal with a given situation. Coaching probably makes a person more able.
Counseling aims at augmenting performance helping the person to overcome a problem
that is causing demonization. Counseling probably makes a person more willing. Both are
need-based interventions.
Qualities of a good Coach
 Should be knowledgeable & skillful
 Should be analytical
 Good at Planning & Controlling
 Patience & Sensitivity
 Very good Communication
A Method of Coaching
Your coaching role becomes effective, when your behavior includes the following
elements:
1. Explain & Demonstrate: The manager needs to work with the employees to identify
the cause of the performance problem. He then demonstrates how the problem can be
solved.
2. Reflect: The subordinate is then allowed to recall the demonstration. He or she is
encouraged to ask questions incase there are doubts. All questions are answered.
3. Review Progress: The subordinate is now asked to practice. The performance is
reviewed & corrective feedback given.
4. Planning to practice again: Subordinate keeps these inputs in mind and plans to
practice again. This leads one back to step 3 and the subordinate‟s skill level continues
to rise towards the expected level.
27

28. HOW PERFORMANCE APPRAISAL CAN CONTRIBUTE
TO FIRM'S COMPETITIVE ADVANTAGES
Improving
Performance
Strategy and Behavior
Making Correct
Decision
Competitive
Advantage
Ensuring Legal
Value and
Compliance
Behavior
Minimizing
Dissatisfaction & Turnover
METHOD OF PERFORMANCE APPRAISAL
The Performance Appraisal method may be classified into three categories, as shown in
figure.
PERFORMANCE APPRAISAL METHOD
Individual evaluation method Multi-person evolution Other method
1. Confidential report 1.Ranking method 1.Psychometric test
2 .Essay incidents 2.Paired comparison 2.Behavior testing
3. Critical incidents 3.Forced distribution
4. Checklists
5. Graphic rating scale
6. MBO
28

29. INDIVIDUAL EVALUATION METHOD
1. CONFIDENTIAL REPORTS
Confidential record are maintained mostly in government departments, though it‟s the
performance
2. ESSAY EVOLUTION
Essay evolution is extremely useful in filling information gaps about the employee that
often occur in the better structured checklist method.
3. CRITICAL INCIDENTS
This method is useful for peers to maintains logs on each employee and its behavior.
4. CHECKLISTS
A set of objective or descriptive statements about the employee and the behavior.
5. GRAPHIC RATING SCALE
A printed form is to evaluate the performance of an employee. It is the most common
method of evaluation of an employees.
6. MBO
The MBO process seems to be most useful with managerial personnel & employees who
have a fairly wide range of flexibility & self control in their jobs.
29

30. MULTIPLE PERSON EVALUATION TECHNIQUES
1.RANKING METHOD
In ranking method superior ranks his or her subordinates in the order of their merit, starting
from best to the worst.
2. PAIRED COMPARISON METHOD
Under this method the appraiser compares each employees with every other employee, one
at a time.
3. FORCED DISTRIBUTION METHOD
The forced distribution method operators under an assumption that employee performance
level conforms to a normal statically distribution..
OTHER TECHNIQUE
 PSYCHOMETRIC TEST
The word psychometric is formed from the Greek words for mental and measurement.
Psychometric tests attempt to objectively measure aspects of your mental ability or our
personality. Psychometric test are most likely to encounter psychometric testing as part of
the recruitment or selection process and occupational psychometric tests are designed to
provide employers with a reliable method of selecting the most suitable job applicants or
candidates for promotion.
Psychometric tests are seldom used in isolation and represent just one of the methods used
by employers in the selection process. The usual procedures for selecting candidates still
apply, for example: A job is advertised and you are invited to send in your resume, which is
then checked to see if the organisation thinks that your experience and qualifications are
suitable.
30

31. These tests aim to measure attributes like intelligence, aptitude and personality, providing a
potential employer with an insight into how well you work with other people, how well
you handle stress, and whether you will be able to cope with the intellectual demands of
the job.
There are two main types of psychometric tests:
1. Ability test
2. Aptitude test
1. ABILITY TESTS – Measure your ability to perform or carry out different tasks.
Personality Questionnaires - Measure your way of doing things, and specifically the way
you interact with your environment and other people.
2. APTITUDE TESTS - Aptitude test are designed to assess your logical reasoning or
thinking performance. They consist of multiple choice questions and are administered
under exam conditions. They are strictly timed and a typical test might allow 30 minute..
Verbal Ability - These include questions which test your ability to spell words correctly,
use correct grammar, understand analogies and follow detailed written instructions.
Numeric Ability - These include questions on basic arithmetic, number sequences and
simple mathematics. In more complex numerical critical reasoning questions, blocks of
information are provided that require interpretation.
Abstract Reasoning - These tests are usually based on diagrams and measure your ability
to identify the underlying logic of a pattern and then determine the solution.
Spatial Reasoning - These tests measure your ability to manipulate shapes in two
dimensions or to visualize three-dimensional objects presented as two-dimensional picture.
31

32.  PSYCHOMETRIC ASSESSMENT
Psychometric test is similar to psychological testing but usually involves a more
comprehensive assessment of the individual. Psychometric assessment is a process that
involves the integration of information from multiple sources, such as tests of normal and
abnormal personality, tests of ability or intelligence, tests of interests or attitudes, as well as
information from personal interviews. Collateral information is also collected about
personal, occupational, or medical history, such as from records or from interviews with
parents, spouses, teachers, or previous therapists or physicians. A psychometric test is one
of the sources of data used within the process of assessment; usually more than one test is
used.
TYPES OF PSYCHOMETRIC TESTS
1. FIRO-B
2. LOC
1. FIRO-B
FIRO-B stands for Fundamental Interpersonal Relations Orientation-Behavior.
Developed by William Schutz in 1958, Schutz first used the FIRO-B tool to assess how
teams performed in the US Navy.
The FIRO-B is an assessment tool used to help individuals and teams better understand
their preferences in satisfying three basic social needs:
Inclusion (the degree to which one belongs to a group, team or community)
Control (the extent to which one prefers to have structure, hierarchy and influence)
Affection (one's preference for warmth, disclosure and intimacy).
For each of these factors, FIRO-B assesses individuals as to:
How much they express the needs and
How much they want to have the needs expressed to them from others.
32

33.  In this respect, FIRO-B is measuring the three aspects of Inclusion, Control and
Affection, from two 'needs perspectives' of expressing (outwardly directed behavior
towards others) and wanting (behavior from others directed towards oneself).
 The FIRO-B model and assessment tool can also provide information regarding
leadership styles and areas of potential conflict.
2 .LOC
A locus of control orientation is a belief about whether the outcomes of our actions are
contingent on what we do (internal control orientation) or on events outside our personal
control . It has two type
1. External Locus of Control
Individual believes that his/her behavior is guided by fate, luck, or other external
circumstances
Externals can lead easy-going, relaxed, happy lives.
2. Internal Locus of Control
Individual believes that his/her behavior is guided by his/her personal decisions & efforts.
Internals can be psychologically unhealthy and unstable. An internal orientation usually
needs to be matched by competence, self-efficacy and opportunity so that the person is
able to successfully experience the sense of personal control and responsibility. Overly
internal people who lack competence, efficacy and opportunity can become neurotic,
anxious and depressed. In other words, internals need to have a realistic sense of their
circle of influence in order to experience 'success'.
33

34. CONDUCTING THE PERFORMANCE APPRAISAL
BEFORE THE APPRAISAL
Keep good record Both praise and criticism are most meaningful when supported
by factual example.
Review previous Use previous goal to evaluate progress.
goals
Get input from Seek feedback from others who work with the appraisee in
Others areas they will have objective knowledge of and get example
where available.
Prepare carefully Prepare in advance so that you can deliver the message that
you intend to.
Prepare administrative Agree on a time, Select a location, Ask employee to prepare
details
DURING THE APPRAISAL
Encourage I. Listen
communication II. encourage two way communication.
III. ask for ideas on how they can improve their performance.
IV. ask for how they feel you can help them.
Communicating The employee expects and should know what he/she needs to
shortcoming improve.
Making promise Don't make promises you do not have control over salary
increments,promotions,transfers etc.
Be open Be versatile and open-minded if you hear things that cause
you
to change your opinion.
Review goals Concentrate on a few areas things that make a difference. Try
to encourage continuation and growth in areas of strength.
AFTER THE APPRAISAL
Follow-up Follow-up on agreements made during the appraisals.
Learning Review what you have learnt about the employee, your
record and systems, yourself, the appraisal process and your
management style.
34

35. PERFORMANCE APPRAISAL SYSTEM IN
SIMPLEX INFRASTRUCTURES
OBJECTIVE OF THE SYSTEM
To bring role clarity.
Self assessment by the employee.
Understanding strength and weakness.
Identifying training and development needs.
Identifying leadership quality.
Goal setting
Improving organizational performance.
Better understanding between appraise and appraiser.
APPRAISAL SYSTEM IN SIMPLEX
Appraisal Form
To make performance appraisal simpler and transparent the new form has been developed.
The performance appraisal form consists of 2 parts.
1.Part A performance assessment based on psychometric test. It is the same for all Level.
2.Part B is a behavior and personnel assessment.
3.Part C is a skill and development plan. This is just development plan for the next coming
year.
 Different forms are developed for 2 levels.
Level 1- Staff to executive
Level2- Asst Manager to Sr. manager
35

36. Mark Weight age for 2 levels.
Levels Performance Behavioral & Individual Total Mark
Assessment Personal Development
Part A Assessment. Plan
Part B Part c
Level 1 70 marks 30 marks - 100 marks
Level 2 70 marks 30 marks - 100 marks
PERFORMANCE ASSESSMENT
Part A is a psychological testing. Simplex used two type of method is used for checking the
activity of human behavior. FIRO-B and LOC was two type of different type of test which
was used for checking the leadership quality, external and internal control and also checking
the introvert and extrovert types. From this test also checking the job knowledge,
innovativeness, co-operation, leadership behavior,
JOB KNOWLEDGE
(Knowledge of work gained through experience, general education, specialized training
etc.)
1. Has knowledge which is superior to most employees in similar position (very good)
2. Adequate job knowledge to do his job-(Average)
3. Deficient in job Knowledge and needs to improve -(Poor)
4. Totally lack of job knowledge-(Very poor)
INNOVATIVENESS
(Ability to think and be creative)
1. Self starter -suggest and implements new ideas/changes-(Very good)
2. Innovation on most aspect of work,upon being guided-(Average)
3. Routine, passive on innovation-(Poor)
4. No innovativeness-(Very poor)
CO-OPERATION:-
(Attitude toward work, fellow employees)
1. Co-operative and linked, goes out of the way to help others constructively-(Good)
2. Had difficulty working with other, some tendency to be different, cannot take orders-
(Average)
3. Can not work with others-(Poor)
4. Dislikes others and discourteous-(Very Poor)
36

37. LEADERSHIP BEHAVIOUR
1. Taking initiatives, responsibility & making decision-(Good)
2. Quite responsible-(Average)
3. Makes Occasionally responsible -(Poor)
4. Totally irresponsible and undependable-(Very poor)
FLEXIBILITY
(To deals effectively with changes in task and conditions of work)
1. Flexible takes up all type of task upon allotment -(Good)
2. Takes up all tasks and jobs on explanation-(Average)
3. Hesitate in taking up other tasks-(Poor)
4. Refuses to take up tasks other than his own area-(Very poor)
PART B: BEHAVIORAL AND PERSONAL ASSESSMENT
There are 5 parameter given on which the employee will be assessed.
For Level 1
1. Initiative
2. Time management
3. Continuous improvement
4. Enthusiasm
5. Planning
For Level 2
1. Delegation
2. Communication
3. Interpersonal relationship
4. Dependability
5. People Development
37

38. PART C: INDIVIDUAL DEVELOPMENT PLAN
After having appraised the employee‟s performance against objective and key competency
area, you need to summarize the key strength and weakness of the individual.
The performance appraisal has two objective. First its evaluation of performance against
objective and second is employee development. It is important that the appraisal process
process result in growth, development, and improvement.
Part c is basically a development plan for the individual based upon his performance in the
previous year and future requirements.
There are no marked assigned to it. It consists of
1 .Training and development plan
2 .career development plan
Computation of the overall score is obtained by adding the final part A and part B. Then the
recommendation are to be given by the supervisor.
The immediate supervisor and the employee both sign and date this page to document that
performance was discussed and evaluated.
The flow chart showing the detail schedule of performance appraisal process is attached
herewith for ready reference. It is expected from all concerned to adhere with schedule for
timely release of increment/promotion letters.
INCREMENT PERCENTAGE
Based on the performance of the company the exact percentage of increment for
each level shall be decide and communicated to all.
PROMOTION CRITERIA
There will be no specific percentage of the employee that can be promoted in
the organization. Following parameter should be considered while deciding a
promotion.:-
Minimum years in same grade.
Present and earlier performance appraisal rating.
Additional responsibilities he is handling.
Availability of position in the company.
38

39. FAST TRACK EMPLOYEES
1 .No restriction of minimum year in the same grade for promotion.
2 .Appreciation/Reward
ENCOURRAGEMENT WITHIN THE GROUP:
To encourage the existing employee within the group for consideration for the
various vacancies in new plant head/position, the concerned plant head may
recommend the name of the employee, who has potential to grow further.
APPRAISAL SESSIONS:
Training session will be conduct by respective HR department for the benefits
of the appraisals. The session will help he appraisals to understand the
performance appraisals system.
APPRAISALS SCHEDULE
Sr Activity Target Date
1 The appraisals form to be forward to all concern. The Last week of may
level appraisals committees to be formed by the head.
2 The process of self appraisals to be completed by all 1st week of june
eligible employees and submitted to the respective
authorities.
3 The annual appraisals and new settings for the next year, 1st june to 20th june
to be completed by the respective appraisals.
4 The plant review committee to submit it 25th june
recommendation and final rating to the plant HR.
5 Plant HR to submit the compiled appraisal report to the 27th june
apex committee.
6 The apex committee to finalize the appraisal result. 30th june
7 Promotion/increment to be declared. 1st august
39

40. DETERMINE THE RESULTS OF FIRO-B & LOC
Person's behavior according to FIRO-B Test
Inclusion
Low 0-5 Introvert, Unsocial, Choosy, Prefer to work individually,
Neither a joiner nor a meeting lover.
Mid 6-14 Comfortable around known people, Selective social
High 15-18 Looking for new relationship, always want to be a team ,
Extrovert.
Control
Low 0-5 Timid, Ineffective communicator.
Mid 6-14 Effective communicator, decision maker, have motivating and
influencing skills
High 15-18 Dominant in nature, over confident, hard to convince
Affection
Low 0-5 Do not generally share feeling with other, Lonely in nature.
Mid 6-14 Support team in selective situation, maintain balance in forming
close relationship, normally believe in professional relationship
High 15-18 Very supportive, highly affectionate, share warm relationships
with co-worker.
40

41. INCLUSION
INCLUSION CONTROL AFFECTION
Expressed Control Expressed Affection Total Expressed
Expressed Behavior
Inclusion
7
Wanted Inclusion Wanted Control Wanted Affection Total Wanted Behavior
7
Total Need for Total Need for Control Total Need for Affection Overall Interpersonal
Inclusion Need
Results on Expressed Inclusion (7) and Wanted Inclusion (7) suggest that the following
pattern of behaviors may describe:-
1. You include others and like to be included.
2. You enjoy the opportunity to provide input
3. You don‟t like to get cut off from information and updates
4. •You seek recognition and endorsement from colleagues and superiors.
41

42. CONTROL
INCLUSION CONTROL AFFECTION
Expressed Control Expressed Affection Total Expressed
Expressed Behavior
Inclusion
1
Wanted Inclusion Wanted Control Wanted Affection Total Wanted
Behavior
9
Total Need for Total Need for Control Total Need for Overall Interpersonal
Inclusion Affection Need
Results on Expressed Control (1) and Wanted Control (9) suggest the
following pattern of behaviors.
You may accept direction from those in authority.
You may not be interested in gaining influence.
You are a loyal and cooperative member of the organization.
You like to perform your work according to standard operating Procedures.
42

43. AFFECTION
INCLUSION CONTROL AFFECTION
Expressed Control Expressed Affection Total Expressed
Expressed Behavior
Inclusion
7
Wanted Inclusion Wanted Control Wanted Affection Total Wanted Behavior
7
Total Need for Total Need for Control Total Need for Affection Overall Interpersonal
Inclusion Need
Results on Expressed Affection (7) and Wanted Affection (7) suggest that the following
pattern of behaviors.
1. You are friendly, open, and optimistic.
2. You value trustworthiness.
3. You prefer to motivate others by praise and support and are best motivated in
the same way
4. .You may enjoy resolving conflicts and negotiating.
5. You may feel sad when group projects involving regular contact with
colleagues end.
43

44. LOC
SCORE TYPE OF LOC
This person has strong locus of control and would
0-3 ILOC generally perceive himself or herself as only responsible
for certain occurrence, his or her action would have a direct
bearing the result.
This kind of people are those who controlled their destinies
4-12 ILOC by their own action, They take charge of thing , assertive in
nature, take responsibilities of work within their control.
LOC refers to how a person perceive the cause of life
13-23 ELOC events. A person with an strong ELOC would only blame
or thank fate, destiny, luck, society, or some other force
beyond his or her control.
44

45. RESEARCH METHODOLOGY
Definition of Research:-
By Clifford Woody-
“The process which includes defining and re-defining
problems, formulating hypothesis or suggested solution; collecting,
organizing and evaluating data; making deductions and reaching
conclusions and at last carefully testing the conclusions to determine
whether they fit the formulating hypothesis “
Research Design:-
The project report is based on following on research types:-
Descriptive Research: - It is fact finding investigation with adequate
interpretation. It focuses on particular aspects of problem being
studied. It is design to gather descriptive information. Data are
collected by using one or more appropriate methods like, observation,
interviews and questionnaire.
Analytical Research: - In these research facts, information used to
make critical evaluation. In analytical research detailed analysis of
facts is given.
The detailed information was collected by interviewing them
personally in the office with help of questionnaire.
Research technique
Method of survey was chosen for completion of the project.
Type of questions
The type of questions in the survey was close ended questions with
limited probing as well as open ended questions.
45

46. Type of questionnaire
In this survey, structured questionnaire was used. The questions were
presented with exactly the same wording and in the same order to all
respondents. And the questions were prepared in advance and not on
the spot during the questioning period.
DATA COLLECTION:-
Facts, information or premises, systematically collected and formally
presented for the purpose of drawing inferences called as data.
There are two types of data:-
1 Primary Data-
For the purpose of the project the method of ''direct interview'' was
selected. The industry was selected as unit and selectively respondents
were chosen as representatives from each department. The manager
and the employee were questioned based on questionnaire. The data
was collected from each manager and employee chosen as respondents
and selectively respondents were chosen as representative from each
department.
Basic methods of collecting primary Data:-
Observation.
Interview.
Questionnaire and schedules.
For data collection we use following methods:-
QUESTIONNAIRE :-
The questionnaire is a form prepared and distributed to secure
responses to certain questions. In the questionnaire, questions are taken
with positive negative replies. The replies of the candidates are
analyzed on few parameters.
46

47. The questionnaire can be of two types:-
a) Structured Questionnaire:
b) Unstructured Questionnaire:
Questionnaire is yet another method used by me to know more about
training program effectiveness. In this study most of the questions in
the questionnaire are closed ended questions.
Questionnaire was used as an instrument for the collection of primary
data because of the following reasons:-
1. Since the assignment involved studying the employee‟s perception,
behavior & attitudes the questionnaire as a tool offered high versatility
and ease of administration
2. Face to face interaction is possible, which helps in observing and
noting the finer aspects of the respondent‟s body language.
3. Queries from the respondents can be easily answered.
4. It provides more clarity to respondent regarding the purpose that
avoids the misinterpretation.
This was the most popular and useful method for conducting the
survey. It helped in collecting the information from the framed
questions to get maximum necessary data required for research. Thus
the questionnaire helped in various ways:-
Respondents had an adequate time to give well thought answers.
Through informal discussion much more information could be
obtained from the respondents.
47

48. For this study observation is used as one of the tool:-
Interview method:-
An interview is technique for collection of primary data. In interview method participants as
well as superiors are interviewed after two months of training program, to know the
usefulness of training program.
2 Secondary Data-
The secondary data means data that is already available in various reports, dairies, books,
periodicals etc. the data presented in research report when used again for further research is
called secondary data.
Sources of secondary data can be classified as:
A. Published sources
B. Unpublished sources
SAMPLE SIZE:- 60 EMPLOYEES
Sample size: refers to determining how many elements (units) of the population should be
included in the sample
For the collection of data, we had taken 100 respondents of managerial grade which were
selected randomly.
SAMPLE DETAILS
Size 60 employee
Designation Officer, Manager, Asst. Manager, Supervisor
Department HR, Finance, MIS, Maintenance
48

49. 1. What should be the basic thrust of a current appraisal system ?
Sr.No ATTRIBUTES NO. OF EMPLOYEE PERCENTAGE
1 Performance 20 34%
2 Leadership 03 05%
3 Supportive & Affectionate 12 20%
4 All of the above 25 41%
41% 34%
Performance
Leadership
Supportive & Affectionate
20%
All the above
5%
INTERPRETATION
According to the graph 34% of the respondents believe that only performance should be the
basic thrust of a current appraisal system. 41% of the respondent say that performance,
personality traits & managerial skills, experience and seniority should be the basic thrust of
current appraisals system. Whereas 20% of the respondents view that only experience and
seniority should be the basic thrust. The rest 5% of the respondents believe that personality
traits and managerial skill should be only basic thrust of a current appraisals system.
49

50. 2. The Purpose of performance appraisals in organization is :
Sr. No. ATTRIBUTES NO. OF EMPLOYEE PERCENTAGE
1 Determine salary increments 20 34%
2 Deciding on promotion 18 30%
3 Identifying training needs 09 15%
4 Identifying candidates for careers 07 11%
5 Providing feed back to individuals 06 10%
about their performance
10%
11% 34%
Salary
Promotion
15%
Training
Careers
30%
Performance
INTERPRETATION
As per the graph 34% respondents agree to the point that the purpose of performance
appraisals is to determine salary increments, 30% respondents say that its purpose is deciding
on promotions 15% respondents feel that the purpose of performance appraisals is to
identifying training needs. Whereas 11% respondents say that the purpose is to identifying
candidates for career or succession plan. Last but not least only 10% respondent view that it
is for providing an opportunity for dialog between supervisors and subordinates.
50

51. 1. Do such periodic appraisal motivates to do better ay your job?
OPINIONS PERCENTAGE
Yes 65
No 22
Can’t say 13
Yes
No
Can't say
INTERPRETATION
From the above graph it show that 65% employee‟s think that performance appraisals
motivates their job and 22% people say that performance appraisals don‟t help to motive their
job. 13% employee who are new in company says can‟t say.
51

52. 2. The appraisals system in this organization according to you is-
Appraisal system Percentage
Very good 72
Satisfactory 17
Not satisfactory 7
Need of revision 4
Very good
Satisfactory
Not Satisfactory
Improvement
INTERPRETATION
From the above table and graph we can clearly find out that 72% of the employees say that
the system is excellent and hardly need any change, 17% feel it‟s satisfactory and 7% think
that it can be improved further. But 4% think the system is average and definitely needs a
change or improvements and more than 50% think that the system is ok and don‟t need any
change.
52

53. 5. Person's behavior according to LOC(Locus Of Control) Test :
Sr.No. ATTRIBUTES NO. Of EMPLOYEE PERCENTAGE
1 ILOC 40 66%
2 ELOC 20 34%
ELOC
34%
ILOC
66%
INTERPRETATION
According to the graph, 66% of the respondents have strong internal locus of control and
would generally perceive himself or herself as only responsible for certain occurrences,
his or her action would have a direct bearing on the result. 34% respondent has external
locus of control would most often blame or thank fate, destiny, society or some other force
beyond his or her control.
53

54. 6. Person's behavior according to FIRO-B test(Inclusion)
SR. NO. ATTRIBUTE NO. OF EMPLOYEE PERCENTAGE
1 Low 12 20
2 Medium 12 20
3 High 36 60
Low Medium High
20%
60% 20%
INTERPRETATION
From the above graph & data approximately 20% employee are Unsocial & introvert, 20% of
the employee are Selectively social &the rest 60 % of the employee are Social and extrovert.
54

55. 6. Person's behavior according to FIRO-B test(Control)
SR. NO ATTRIBUTE NO. OF EMPLOYEE PERCENTAGE
1 Low 6 10
2 Medium 36 60
3 High 18 30
Sales
Low
Medium
High
INTERPRETATION
From the above graph and data, approximately 10% employee are timid and ineffective
communicator.60% are effective communicator and decision maker and the remaining 30%
are dominant in nature and over confident.
55

56. 8. Person's behavior according to FIRO-B test(Affection)
SR. NO ATTRIBUTE NO. OF EMPLOYEE PERCENTAGE
1 Low 6 10
2 Medium 18 30
3 High 36 60
Low Medium High
10%
30%
60%
INTERPRETATION
From the above chart & data, approximately 10% of employee are sharing feelings with
others, Lonely in nature 30 % employee are maintain balance in forming close relationship,
normally believe in professional relationship. 60% employee are Very supportive, highly
affectionate, share warm relationships with co-worker.
56

57. 9. The program objectives were well covered
Strongly Agree Agree Disagree Strongly Total
Disagree
8 44 8 0 60
13 74 13 0 100%
Strongly agree Agree Disagree Strongly disagree
0%
13% 13%
74%
INTERPRETATION
It is found out that 13% participants strongly agree and 74 % just agree while 13 % were
disagree to the same.
57

58. LIMITATION OF THE STUDY
Since, the duration of the summer internship was limited to only 60
days, this time period was not really sufficient for studying in depth
about the Training and Development.
The analysis was based on the views and opinion of respondents.
It can't be assure that the collected data has high degree of precision &
accuracy.
Some respondents could not respond due their busy schedule.
Limited availability and accessibility of secondary data.
Secrecy of the organization creates hesitance on the part of the
concerned authority to come out accurate response.
Two months project duration was one of the major limitation as I
could not cover all the aspect of my project.
58

59. FINDINGS
1. It was observed that about 100% of employee are aware of
performance appraisal system carried out in an organization.
2. A survey conveys most of the employee plan and monitor their
performance, as they are aware of doing self planning and monitoring.
3. Survey conveys that the employee undertake their half yearly
performance review.
4. It was observed that, annual performance appraisal is undertaken by
the superior for measuring the performance of employees and
suggesting for improvements in the performance if any.
5. From the survey it was found that the employees are highly motivated,
because the reward given to them are satisfactory.
6. 60% employee are satisfied with the new technique of performance
appraisal.
7. 20% are not satisfied with psychometric tests.
8. 20% are against of this method.
59

60. CONCLUSIONS
As per the employee's responses in exit interviews, communication
meet and other channels of formal and informal communication
provide input for measuring employee well being, satisfaction and
motivation.
The performance appraisal system is helpful for better understanding
between management and employee.
It brings role clarity among performer, so they can give their 100% for
organization to achieve their goals.
The system is effective to improve the skill level of employee and can
utilize their time and competencies well.
The current performance appraisals system creates the competitive
culture in the organization so it help to identify the potential of
performer /employee and it also help to improve the organizational
performance for attaining the organizational goals.
60% satisfied with psychometric tests.
66% of employees have ILOC they would generally perceive himself
as only responsible of their work.
Most of the employees are social, extrovert, effective communicator,
supportive and highly affectionate in company.(recognize by FIRO-B
TESTS and personal meeting).
The Performance appraisals system can identify the training and
development needs, so the management helps to employee by giving
training and other strategies.
60

61. SUGGESTIONS
As some of employee are not aware of planning and monitoring of
their performance, they should be given training for the same.
There should be regular communication between superior and
employee, so that there can be more of transference for building
confidence among employees regarding performance appraisals
system and for showing better and improved performance.
There should be more of motivation to the employee by monitory and
non- monitory motivational factors. As they give annual increments,
they can give more of monitory incentive and the non-monetary factor
such as arranging the function for recognizing the employee's
performance so that the employee can be motivated.
To enhance the performance level, the company should support the
employee and there should be more of involvement of employee in
decision making for motivating them.
Promotion is an important non -monitory technique of motivation so
the company must use this motivation techniques efficiently by
reducing the consistency period to 2-3 years and consider the factor
like experience, skill, intelligence etc.
The performance appraisals should be conduct half yearly.
61

62. BIBLIOGRAPHY
REFERENCE BOOKS
 ''PERSONNEL AND HUMAN RESOURCE MANAGEMENT''
- S.P.RAO
 ''HUMAN RESOURSE MANAGEMENT''
-K ASWATHAPPA
 „‟PSYCHOLOGICAL ANALYSIS‟‟
-FREEMAN
COMPANY MANNUALS FILES AND FOLDER
 WWW.SIMPLEXINFRASTRUCTURES.COM
 WWW.GOOGLE.COM
 WWW.CITEHR.COM
62

63. Name of the employee:
Designation:
Employee code:
Location:
QUESTIONARIES
1. What should be the basic thrust of a current appraisal
system ?
1.Performance 2.Leadership
3.Supportive &Affectionate 4.All the above
2. The Purpose of performance appraisals in organization is :
1.Determine salary increments 2.Deciding on promotion
3.Identifying training needs 4.Identifying candidates
for careers
5. Providing feed back to individuals about their performance
3. Do such periodic appraisal motivates to do better ay your job?
1.Yes 2.No 3.Can‟t say
4.The appraisals system in this organization according to you is-
1. Very good
2. Satisfactory
3. Not satisfactory
4. Needing immediate revision/improvement
63

64. (QUESTIONNAIRE)
LOCUS OF CONTROL
Circle the number to sow how strongly you
agree/disagree with each statement. Numbers on the
left always mean disagree and those on the right always
mean agree.
1. Getting ahead is about what you can do, not who you
know.
Disagree Agree
12345
2. I am too old to change.
Disagree Agree
12345
3. If someone hates me, there is not a lot I can do
about it.
Disagree Agree
12345
4. Most people can learn to be leaders- it’s not a matter
of birth.
Disagree Agree
12345
5. A good way to handle a problem is not to think about
it.
Disagree Agree
12345
6. Promotions are earned through hard work and
persistence.
Disagree Agree
12345
7. I am very persevering – and I usually accomplish
what I set out to do.
Disagree Agree
12345
8. Because no one can predict the future there is little
point in making plans.
Disagree Agree
12345
64

65. 9. I won’t make resolutions because I don’t usually keep
them.
Disagree Agree
12345
10. I believe we are masters of our own fates.
Disagree Agree
1 2 3 4 5
If your total score is 40 or higher you probably feel in
control of your life and what happens to you, the good
and the bad. You are likely to take initiative in
relationships, work and career.
A score of 30 to 39 also suggests an internal locus of
control, though less definitely.
If you scored 10 or lower the opposite is probably true –
you feel you don’t have much control over what
happens.
A score of 11 to 19 carries a similar, though less
pronounced meaning.
A score of 20-29 falls in between. There is real scope for
you to develop your internal locus of control further.
65

66. INTERPERSONAL NEEDS QUESTIONNAIRE (FIRO-B)
For each statement below, decide which of the following answers best
applies to you. Place the number of the answer at the left of the
statement.
1.Usually 2. Often 3. Sometimes 4.Occasionally 5.Rarely
6.Never
1. I try to be with people.
2. I let other people decide what to do.
3. I join social groups.
4. I try to have close relationships with people.
5. I tend to join social organizations when I have and opportunity.
6. I let other people strongly influence my actions.
7. I try to be included in informal social activities.
8. I try to have close, personal relationships with people.
9. I try to include other people in my plans.
10. I let other people control my actions.
11. I try to have people around me.
12. I try to get close and personal with people.
13. When people are doing things together, I tend to join them.
14. I am easily led by people.
15. I try to avoid being alone.
16. I try to participate in group activities.
66

67. For each of the next group of statements, choose one of
the following answers:
1. Most 2. Many 3. Some 4. A few 5. One or
two 6. Nobody
17. I try to be friendly to people.
18. I let other people decide what to do.
19. My personal relationships with people are cool and distant.
20. I let other people take charge of things.
21. I try to have close relationships with people.
22. I let other people strongly influence my actions.
23. I try to get close and personal with people.
24. I let other people control my actions.
25. I act cool and distant with people.
26. I am easily led by people.
27. I try to have close, personal relationships with people.
For each of the next group of statements, choose one of
the following answers:
1. Most 2. Many 3. Some 4. A few 5. One or
two 6. Nobody
28. I like people to invite me to things.
29. I like people to act close and personal with me.
30. I try to influence strongly other people's actions.
67

68. 31. I like people to invite me to join in their activities.
32. I like people to act close toward me.
33. I try to take charge of things when I am with people.
34. I like people to include me in their activities.
35. I like people to act cool and distant toward me.
36. I try to have other people do things the way I want them done.
37. I like people to ask me to participate in their discussions.
38. I like people to act friendly toward me.
39. I like people to invite me to participate in their activities.
40. I like people to act distant toward me.
For each of the next group of statements, choose one of
the following answers:
1. Usually 2. Often 3. Sometimes 4. Occasionally 5. Rarely
6. Never
41. I try to be the dominant person when I am with people.
42. I like people to invite me to things.
43. I like people to act close toward me.
44. I try to have other people do things I want done.
45. I like people to invite me to join their activities.
46. I like people to act cool and distant toward me.
47. I try to influence strongly other people's actions.
48. I like people to include me in their activities.
49. I like people to act close and personal with me.
50. I try to take charge of things when I'm with people.
68

69. 51. I like people to invite me to participate in their activities
52. I like people to act distant toward me.
53. I try to have other people to do things the way I want them
done.
54. I take charge of the things when I'm with people.
69