A STUDY ON PERFORMANCE APPRAISAL OF

ULTRATECH CEMENT

Submitted in partial fulfillment of the requirements for the award of

the degree of

Bachelor of Business Administration (BBA)

To

Netaji Mahavidyalaya

Submitted by:

Pradip Narayan Nandi

Guide: Roll no-211540920009

Prof. Aditi Roy Registration no -202105000540 of 2021-22

1
 DECLARATION

I hereby declare that the project work entitled "Performance Appraisal-

A study on HR practices at Ultratech cement submitted to Netaji
Mahavidyalaya in partial fulfillment of the requirement for the award
of the "Bachelor of Business Administration" is a bonafide work carried
out by me under the guidance of prof. Aditi Roy.

Date:

Candidate signature:

2
 ACKNOWLEDGEMENT

At the very outset, I would like to thank the lord for the supernatural
grace and mercies.

I wish to record my deep sense of gratitude to my guide Prof

Aditi Roy HR, for his valuable Suggestions, constructive comments and
guidance to bring out this project successfully.

Finally it's my pleasure to thank my parent and friends for

their continuous encouragement at every moment.

3
 INDEX

S. NO CHAPTER PAGE NO.

1. CHAPTER- l

INTRODUCTION 5

-NEED OF THE STUDY

- SCOPE OF THE STUDY

- OBJECTIVES OF THE STUDY

- RESEARCH METHODOLOGY

- LIMITATION OF THE STUDY

2. CHAPTER-II 12

REVIEW OF LITERATURE

3. CHAPTER-III 16

- INDUSTRY PROFILE

- COMPANY PROFILE

4. CHAPTER-IV 32

- DATA ANALYSIS AND INTERPRETATION

5. CHAPTER-V 38

- FINDINGS

- SUGGESTIONS

- CONCLUSION

- REFERENCES

4
 CHAPTER- I

INTRODUCTION

5
INTRODUCTION OF PERFORMANCE APPRAISAL
Performance appraisal is a systematic evaluation process through
which an organization assesses an employee's job performance and
productivity in relation to established criteria and organizational
objectives. It serves as a vital component of human resource
management and plays a key role in workforce development and
organizational growth.

The primary purpose of performance appraisal is to provide

constructive feedback to employees, identify areas of strength and
opportunities for improvement, and support decisions related to
promotions, compensation, training, and career development. It also
helps managers set goals, align employee performance with strategic
objectives, and enhance overall organizational efficiency.

Over time, performance appraisal methods have evolved from

traditional annual reviews to more dynamic and continuous feedback
systems. These include self-assessments, peer reviews, 360-degree
feedback, and management by objectives (MBO). A well-structured
appraisal process fosters transparency, motivates employees, and
strengthens the employee-employer relationship.

CONCEPT OF PERFORMANCE APPRAISAL

Virtually all organizations have some sorts of means of appraising their
employees. Performance Appraisal is one of the oldest, natural and
most universal practices of Management. The basic purpose of
Performance Appraisal is to ascertain the behavior of an employee

6
anchored to performance and integrate with the organizational
performance. It helps both the employers and employees to
understand the responsibility in the organization. Performance
appraisal system is focused to integrate the expectations i.e.,
performance, which gives a total clarity between the appraiser and
appraise. It is an instrument to create a conducive atmosphere in the
organization. The purpose of any management is to build a very
competitive and congenial work culture, which builds healthy
competition, gives a sense of achievement to the employees and the
stakeholders. Performance appraisal system is the right instrument that
plays a vital role directly or indirectly in achieving the above. It
improves the interpersonal relationship among the employees and
employers in the organization. It reflects an evaluative judgment of the
traits, characteristics and the work performance of the employees on
jobs. It is a continuous process to reach the desirous goal of not only
the organization but also the employees.

Flippo (1976) defines performance appraisal as, "performance

appraisal is the systematic, periodic and an impartial rating of an
employee's excellence in the matters pertaining to his present job and
his potential for a better job.

NEED OF THE STUDY:

Organizations today believe that every individual has potential
strengths, and those human capabilities can be sharpened, developed
and utilized better. The study encompasses the managerial grades
covering all the departments. it takes into the preview primary,
secondary data and also certain observations during data collections.
The study encompasses the manager cadre level of employees. HR is
7
the most important resources for any organization goal. it is important
to analyze the performance towards reaching the organization goals. If
the employees are satisfied with the present appraisal system and also
with the rewards, they are getting for their performance then only they
perform better in the organization. In this context the effectiveness of
performance appraisal system among the employees of ULTRATECH has
been undertaken.

Scope of the Study

This study focuses on evaluating the performance appraisal system at
UltraTech Cement. It covers selected departments and employee levels
to assess the effectiveness, fairness, and impact of the appraisal
process. The research includes employee feedback, HR practices, and
the alignment of appraisals with organizational goals. Both primary and
secondary data are used, with a time frame of the past 2-3 years. The
scope is limited to specific units due to time and access constraints.

Objectives of the study

1. To evaluate employee performance.

2. To find strengths and weaknesses.

3. To decide on promotions and salary.

4. To identify training needs.

5. To give feedback and set goals.

6. To improve employee motivation.

7. To help the company grow.

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HYPOTHESIS TAKEN FOR THE STUDY:
1. The behavior of employees does not change after performance
appraisal.

2. There is no association between performance system and increment

in salary..

3. The performance of employees does not improve after performance

appraisal

4. There is no association between performance appraisal and the

satisfaction level of employees.

RESEARCH METHODOLOGY
A Research Design is the specification of methods and procedures for
acquiring the information needs to structure or solve the problems.

The type of research used was Descriptive type,

DATA

Data constitutes the foundation of any analysis. Data is the collection

of any number of related observations.

Surveys are the most popular device of obtaining the desired data. A
survey is a process of collecting data from existing population units with
no particular control over factors. That may affect the population
characteristic of interest in study.

Data is the quantitative or numerical information, which is collected

for future analysis and interpretation in order to base decision on
them.

9
SOURCES OF DATA

PRIMARY DATA: -

Primary data source comprises responses to questionnaire and

interviews conducted with manager, supervisor of all department of
the company.

SECONDARY DATA: -

Secondary data source is the one that makes available data that are
collected by some other agency earlier. It comprises different books on
the human resource.

Question provided the subject with the multiple-choice response with

four rating. In order to design a good questionnaire all relevant books
on the subject were consulted. All the available articles and research
work were taken into account. Exploratory discussion with my guide,
who had intimate knowledge of the subject, helped me never lose sight
of the hypothesis to be tested. Care was taken to relate all questions
intimately to the final objective of the investigation.

DETERMINATION OF SAMPLE

POPULATON

It is defined in terms of elements, unit, extent and time. The

demographic profile of the respondents was a below:

Men or women employed in ULTRATECH CEMENTS LTD- PMI starting

from grade El to E7 must have a knowledge about PMS (performance
management system) and their performance is evaluated according to

10
that PMS only. Nature of population was homogeneous therefore a
small sample was effective to represent it.

SIZE: 50 employees

LIMITATIONS OF THE STUDY:

1. Time and resources constraints.

2. The study was completely done on the basis of ratios calculated from
the balance sheets.

3. It has not been possible to get a personal interview with the top
management employees of ULTRATECH cements Ltd.

4. It has not been possible to get sensitive real data on actual camels'
analysis on ULTRATECH cements Ltd.

11
 CHAPTER - II

LITERATURE REVIEW

12
REVIEW OF THE LITERATURE
1) Venclova Katerina (2013) The article focuses on employee
performance appraisal methods used in Czech agricultural enterprises.
The first section of the article looks into the theoretical underpinnings
of the term "formal appraisal" as well as employee performance
appraisal methodologies as described by Czech and international
experts. Furthermore, the paper provides staff performance appraisal.
Methodologies that are regarded relevant for agricultural enterprises in
the Czech Republic based on a questionnaire study. The purpose of this
paper is to determine the current condition of formal employee
appraisal in a sample group of agricultural enterprises, as well as to
investigate the relationships between various qualitative qualities.
Predetermined goal-based performance appraisal, predefined standard
outcome-based performance appraisal, and assessment interviews are
the most often utilized techniques of employee performance review in
agricultural enterprises, according to the findings. Agricultural firms use
these methods in particular because the results are applied to other
aspects of human resource management, such as the reward system
and staff planning.. In statistical terms, the relationship between
agricultural organizations’ approach of employee performance
appraisal based on predefined goals and personnel planning (a human
resources management area) has been established.

2) Ashima Aggarwal, Gour Sundar Mitra Thakur (2013) performed a

review of performance appraisal methods ranking. Graphic Rating
Scale. Critical Incident. Narrative Essays, Management by Objectives.
Assessment Centers, BARS, 360 Degree, and 720 Degree are some of
the performance appraisal approaches discussed, as well as their ion.

13
Each methodology has its advantages and disadvantages. Benefits and
drawbacks. The traditional method of performance appraisal or the
modern methods of performance appraisal are used by the
organizations. Organizations utilize a performance appraisal system to
assess the efficacy and efficiency of their personnel. Because each
individual approaches their task differently, a performance appraisal
system is required. Workplace performance, communication objectives,
estimating employee potential, and employee counseling are all
benefits of performance appraisal. After the research, the authors
came to the conclusion that determining whether methodology is
better than another is challenging because it relies on the nature and
size of the organization.

3) Peter R. Scholtes (1993) the research is based on a comparison of

total quality performance appraisals. TQM and performance appraisal,
according to the author, are incompatible. Customer awareness.
Systems thinking, a grasp of variance, teamwork4280A LITERATURE
REVIEW ON PERFORMANCE APPRAISAL METHODS/TECHNIQUES PJAEE,
18(8) (2021) appreciation, mastery of improvement methodologies, and
a comprehension of the process of personal motivation and learning
are all required for TQM. TQM's very requirements are thwarted by
performance appraisal. TQM necessitates that we comprehend,
control, and improve processes in order to benefit the consumer. The
goal of performance appraisal is to ensure that an individual's behavior
is controlled to the satisfaction of his or her boss.

14
4) Rocio de Andres (2010) looked into Distance function approaches
are used to evaluate performance. Some companies use performance
appraisal to analyze their employees! Efficiency and production in order
to plan their promotion, wage, and layoff policies, among other things.
Initially, only the executive staff carried out this procedure, but it has
since grown into an evaluation process based on the opinions of many
reviewers, supervisors. Collaborators, consumers, and the employees
themselves (360-degree method). Reviewers analyze several signs
connected to an employee's performance appraisal in such a process.
The authors of this research proposed an evaluation system in which
diverse groups of reviewers participate in the evaluation process. Given
that reviewers have varying levels of knowledge about the employee
being evaluated, it appears reasonable to provide a flexible framework
in which reviewers can express their opinions on multiple finite scales
based on their expertise. The ultimate goal is to create a global
appraisal for each employee that the management team may use to
make decisions about human resources strategy. In this way the
authors suggested a mechanism for aggregating individual valuation in
a framework measure in order to achieve a global evaluation for each
employee. The underlying optimization problems can be simplified to a
fairly simple Extended Goal Programming formulation in this
application.

15
 CHAPTER-III

COMPANY & INDUSTRY PROFILE

16
INDUSTY PROFILE
India Cements Ltd is the largest producer of cement in South India. The
company has four plants in Tamil Nadu and four in Andhra Pradesh
India which cater to all major markets in South India and Maharashtra.
They are the market leader with a market share of 28% in the South
India. They have a distribution network with over 10000 stockiest. Their
brands include Coromandel King-Sankar Sakthi- Raasi Gold Coromandel-
Sankar-Raasi blended cements and Sulphate Resisting Portland Cement.
Their product includes ready mix concrete (RMC). The company
subsidiaries include Industrial Chemicals and Monomers Ltd ICL
Financial Services Ltd ICL Securities Ltd ICL International Ltd and
Trinetra Cement Ltd. India Cements Ltd was incorporated in the year
February 21st 1946. In the year 1949 the company commissioned their
first Cement plant at Sankarnagar with the installed capacity 1 lakh
tones per annum. In the year 1963 they commissioned their second
cement plant at Sankaridrug with the installed capacity 2-lakh tonnes
per annum. In the year 1969 they expanded the installed capacity at
Sankarnagar to 9 lakh tonnes per annum. Also they received Merit
Certification for Outstanding Export Performance (1968-1969). In the
year 1971 the company expanded the installed capacity at Sankari Drug
to 6 lakh tonnes per annum.In the year 1990 the company acquired
Coromandel Cement plant at Cuddapah. They converted the
Sankarnagar Plant to Dry Process with the increased capacity of 1
million tonnes per annum. In the year 1991 they ventured into shipping
and set up a shipping division. In the year 1994 they received ISO 9002

17
certification for Sankarnagar plant. In the year 1996 the company
commenced commercial production at their green field cement plant at
Dalavoi.

In the year 1997 they acquired Aruna Sugars Finance Ltd and renamed
it as India Cements Capital & Finance Ltd. also they acquired Cement
Plant of Visaka Cement Industry Ltd at Tandur Ranga Reddy district of
Andhra Pradesh. In the year 1998 the company acquired Cement
Corporation of India's Yerraguntla Cement Plant at Andhra Pradesh.
Also they acquired Raasi Cement Ltd. at Nalgonda District of Andhra
Pradesh. In the year 1999 the company acquired Cement Plant of Shri
Vishnu Cement Ltd. at Nalgonda District of Andhra Pradesh. In the year
2001 they divested their stake in Sri Vishnu Cement Ltd.In November
2004 the company commissioned the Unique Waste Heat Recovery
System for generation of power from waste gas at Vishnupuram
Cement Plant with the capacity of 7.7 MW. Also the company through
their special purpose vehicle Coromandel Electric Co Ltd commissioned
a (gas based) captive power plant at Ramanathapuram with the
capacity of 17.4 MW.In the year 2007 Visaka Cement Industry Ltd was
amalgamated with the company. The company converted the Sankari
plant from wet process to dry process and commissioned the plant. In
the year 2008 they revived their shipping business with the purchase of
two ships (dry bulk carriers) with a total capacity of 79843 DWT. They
completed and commenced commercial production of one million
tonne grinding plant at Chennai. Also the company successfully bid for
the Chennai franchise of the DLF-IPL 20/20 Cricket Tournament -
'Chennai Super Kings'. In the year 2009 the company completed and
commenced commercial production of one million tonne grinding plant
at Parli (Maharashtra). The company's subsidiary namely Trishul

18
Concrete Products Ltd completed and commenced commercial
production of one lakh Cu.M ready mix concrete Plant at Hyderabad
(Andhra Pradesh). In March 2009 the commenced operations in the II
line of 1.2 MT at Malkapur. In April 2009 they upgraded capacity of kiln
I to 3000 TPD (1700 TPD) at Vishnupuram.In January 2010 ICL Financial
Services Ltd (ICLFSL) the company's wholly owned subsidiary acquired
60.89% (including shares acquired under open offer) equity share
capital in Indo Zinc Ltd (IZL). Consequently IZL became a subsidiary of
ICLFSL and ultimate subsidiary of the company.

DIFFERENT TYPES OF CEMENT THAT ARE PRODUCED IN INDIA ARE:

Ordinary Portland cement (OPC):

OPC, popularly known as grey cement, has 95 per cent clinker and 5
percent gypsum and other materials. It accounts for 70 per cent of the.
total consumption.

Portland Pozzolana Cement (PPC):

PPC has 80 per cent clinker, 15 per cent pozzolana and 5 per cent
gypsum and accounts for 18 per cent of the total cement consumption.
It is manufactured because it uses fly ash/burnt clay/coal waste as the
main ingredient.

White Cement:
White cement is basically OPC clinker using fuel oil (instead of coal)
with iron oxide content below 0.4 per cent to ensure whiteness. A
special cooling technique is used in its production. It is used to enhance
aesthetic value in tiles and flooring. White cement is much more
expensive than grey cement.
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Portland Blast Furnace Slag Cement (PBFSC):
PBFSC consists of 45 per cent clinker, 50 per cent blast furnace slag and
5 per cent gypsum and accounts for 10 per cent of the total cement
consumed. It has a heat of hydration even lower than PPC and is
generally used in the construction of dams and similar massive
construction.

Specialized Cement:
Oil Well Cement is made from clinker with special additives to prevent
any porosity.

Rapid Hardening Portland cement:

Rapid Hardening Portland Cement is similar to OPC, except that it is
ground much finer, so that on casting, the compressible strength
increases rapidly.

Water Proof Cement:

Water Proof Cement is similar to OPC, with a small portion of calcium
stearate or non-saponifibale oil to impart waterproofing properties.

20
COMPANY PROFILE
Introduction of UltraTech Cement:

UltraTech Cement Limited is the largest manufacturer of grey cement,

ready mix concrete (RMC), and white cement in India. It is a part of the
Aditya Birla Group, a multinational conglomerate. Established in 1983,
UltraTech has grown to become one of the most respected and trusted
cement brands in India and across several global markets.

With a total capacity of over 130 million tonnes per annum (MTPA),
UltraTech is not only the market leader in India but also one of the top
cement producers globally. The company operates across several
countries including the UAE, Bahrain, Bangladesh, and Sri Lanka. Its

21
products are used in a wide range of infrastructure, commercial, and
residential projects.

UltraTech is known for its focus on innovation, sustainability, and

technological advancement in cement manufacturing, positioning itself
as a key player in building a stronger and more sustainable future.

BOARD OF DIRECTORS
Kumar Mangalam Birla Chairman (Non-Executive)

Rajashree Birla Non-Executive Director

Krishna Kishore Maheshwari - Vice Chairman & Non-Executive Director

Kailash Chandra Jhanwar - Managing Director

Atul Daga Whole-Time Director & Chief Financial Officer

Vivek Agrawal - Whole-Time Director (Marketing)

Sunil Duggal Independent Director

Alka Marezban Bharucha Independent Director

Anita Krishnan Ramachandran Independent Director

Anjani Kumar Agrawal - Independent Director

COMPANY OVERVIEW
Founded: 1983

Headquarters: Mumbai, Maharashtra, India

Parent Company: Aditya Birla Group

22
Market Capitalization: Highest in India's cement industry

Global Operations: India, UAE, Bahrain, and Sri Lanka

Manufacturing Footprint

Integrated Manufacturing Units: 24

Grinding Units: 33

Clinkerisation Unit: 1

Bulk Packaging Terminals: 8

Ready Mix Concrete (RMC) Plants: Over 316 across 139 cities

Product Portfolio

Grey Cement: UltraTech Cement

White Cement: Birla White

SUSTAINABILITY INITIATIVES
RE100 Commitment: Pledged to use 100% renewable energy by 2050

EP100 Member: Committed to doubling energy productivity

GCCA Membership: Signatory to the Net Zero Concrete Roadmap

Sustainability-Linked Bonds: First Indian company to issue dollar-based

sustainability-linked bonds

Recent Developments

Acquisition of Kesoram Cement: In December 2023, UltraTech

acquired Kesoram Cement from Kesoram industries for US$ 912 million,
enhancing its presence in southern India.
23
Stake in India Cements: In June 2024,UltraTech announced plans to
acquire a 23% stake in India Cements for up to US$ 226 million, aiming
to strengthen its market position amid rising competition.

Market Presence

Dealer and Retail Network: Over 135,000 channel partners across India

Market Reach: Extends to more than 80% of Indian cities and towns

Retail Chain: Largest single-brand retail chain with over 4,400 stores.

UltraTech's strategic expansions, commitment to sustainability, and

extensive product portfolio underscore its leadership in the cement
industry, both in India and globally.

24
25
VISION:
The company's vision is to be the leader in Building Solutions, focusing
on delivering superior value to stakeholders.

Be India's largest cement manufacturing unit at a single location,

producing premium quality cement

Meet the demand in countries around the Indian Ocean and the Middle
East

Achieve long-term growth while maintaining sustainability

Mission:
UltraTech Cement's mission is built on four key

Sustainability: Minimize environmental footprint and achieve net-zero

emissions by 2050

Innovation: Invest in research and development to enhance sustainable

building solutions

Customer Centricity: Deliver high-quality products and enhance

customer satisfaction

Team Empowerment: Foster a culture of involvement, participation,

teamwork, and innovation

COMPETITORS OF ULTRATECH CEMEN

Major Indian Competitors:

1. Shree Cement

2. ACC Limited (now part of Adani Group)

26
3. Ambuja Cements (also under Adani Group)

4. Dalmia Bharat Cement

5. JK Cement

6. Birla Corporation

International Competitors (in broader/global markets):

1. Lafarge Holcim (Holcim Ltd) Switzerland

2. Cemex-Mexico

3. CRH pic Ireland

4. Buzzi Unicem - Italy

ULTRATECH CEMENT MANUFACTURING PROCESS

1. Mining of Raw Materials

2. Crushing and Pre-homogenization

3. Raw Meal Preparation

4. Preheating and Precalcination

5. Clinkerization (Kiln Phase)

6. Clinker Cooling

7. Cement Grinding

8. Packaging and Dispatch

Raw materials required for ultratech cement manufacturing

1. Limestone
27
2. Clay

3. Bauxite

4. Laterite

5. Iron ore

6. Gypsum

7. Fly ash

8. Slag

ULTRATECH CEMENT MANUFACTURING PROCESS

1. Mining of Raw Materials

Limestone is the primary raw material, mined from the company's

quarries. Other materials like clay, bauxite, and iron ore are also mined
or sourced as needed.

2. Crushing and Pre-homogenization

The raw materials are crushed into smaller sizes.

They are then pre-homogenized to ensure uniform chemical

composition.

3. Raw Meal Preparation

Crushed materials are ground in a raw mill to form a fine powder

known as raw meal..

Raw meal is blended to maintain consistent chemical quality.

28
4. Preheating and Precalcination

The raw meal is fed into a preheater tower and precalciner, where it is
heated using kiln exhaust gases. This reduces energy consumption and
begins the chemical reactions.

5. Clinkerization (Kiln Phase)

The preheated meal enters the rotary kiln (1450°C).

In the kiln, it undergoes complex chemical reactions and forms clinker -

hard grey balls of fused material

6. Clinker Cooling

The hot clinker is rapidly cooled using air to preserve its reactivity.
Cooling also allows heat recovery for use in other parts of the plant.

7. Cement Grinding

Clinker is mixed with gypsum (to control setting time) and possibly
other additives (like fly ash or slag) The mix is ground in a cement mill
to produce fine cement powder.

8. Packaging and Dispatch

The cement is stored in silos and packed in bags or dispatched in bulk. It

is then distributed via road, rail, or sea to customers and retailers.

29
ULTRATECH CEMENT MANUFACTURING PROCESS-CHART

30
Some of the awards won by this unit are
1) Indian Marketing Awards - 2024

2) Brand Disruption Awards - 2025

3) ET MarTech Awards - 2024

4) The Abby Awards - 2023 5) Shark Awards 2023

6) EMVIES & Prime Time Awards - 2022

7) India's Most Sustainable Companies (Sustain Labs Paris & BW

Businessworld) 2022-23

31
 CHAPTER- IV

DATA ANALYSIS & INTERPRETATION

32
 TABLE - 1

Inference

The above table that 48% of the respondents agree that they are having daily contact, 22% of the
respondents are having no comment, 20% of the respondents are disagree with the daily contact, 6% of
the respondents are strongly agree with the daily contact and 4% of the respondents are strongly
disagree with the daily contact.

FIGURE-1

Daily contract at time of appraisal

33
 TABLE - 2

Inference

The above table shows that 56% of the respondents are agree with the feedback given at the time of
appraisal, 20% of the respondents given no comment, 8% of the respondents are disagree with the
feedback, 14% of the respondents are strongly agree with the feedback and 2% of the respondents are
strongly disagree with the feedback given at the time of appraisal.

FIGURE-2

Feedback-

34
 TABLE - 3

Inference

The above table shows that 42% of the respondents agree with evaluating their strength and
weaknesses, 24% of the respondents are strongly agree with their evaluation, 24% of the respondents
given no comment based on their evaluation, 6% of the respondents are disagree with the evaluation
and 4% of the respondents are strongly disagree with the evaluation of strength and weaknesses.

FIGURE-3

Performance Evaluation

35
 TABLE - 4

Inference

The table shows that 46% of the respondents are agree with their personal growth, 26% of the
respondent's given no comment, 24% of the respondents are strongly agree with their personal growth
and 4% of the respondents are disagree with their personal growth.

FIGURE-4

Appraisals help in growth

36
 TABLE - 5

Inference

The table shows that 54% of the respondents are agree with the promotion aspects, 30% of the
respondents are strongly agree, 10% of the respondents given no comment and 6% of the respondents
are disagree with the promotion aspects.

FIGURE-5

Appraisal help in promotion

37
CHAPTER-V

FINDINGS
SUGGESTIONS
CONCLUSION

38
 FINDINGS

1)48% of the respondents are agree with daily contact at the time of
appraisal and the low level 2% were strongly disagree.

2) 56% of the respondents are agree with feedback given at the time of
appraisal and the low level 2% were strongly disagree.

3) 42% of the respondents are agree with evaluation of the strength

and weaknesses at the time of appraisal and the low level 4% were
strongly disagree.

4) 46% of the respondents are agree with the personal growth of the
individuals and the low level 4% were disagree.

5) 54% of the respondents are agree with the promotional aspects

through appraisal and the low level 6% were disagree.

39
 SUGGESTIONS:

1) The management may design an appraisal system in such a way that

appraisal should be purely based on work performance.

2) Trading programs shall be improved by conducting career

counseling.

3) The management designs a more effective appraisal than the existing

system. And reveal the factors they consider appraising the
performance of all employees.

4) An effective performance appraisal system which facility's mutual

goal setting and feedback should be designed.

5) The management may appoint a reviewing officer so as to reduce

bias in appraising employees' performance.

6) Management should consider inhibiting factors while setting targets.

7) Management should reward employees based on performance.

40
 CONCLUSION

To summarize our discussions, we can say that the "performance

Appraisal" is an integral part. Of performance management and has
become an important component of HRM. Performance management
includes activities to ensure that goals are consistently being met in an
effective and efficient manner. Performance management can focus on
the performance of the organization, banks, a department, process to
build a product or service, employees, etc.

Performance management reminds us that being busy is not the same

as producing results. It reminds us that training, strong commitment
and lots of hard works alone are not results.

The major contribution of performance management is its focus on

achieving results useful products. And services for customers inside and
outside the bank and organization. Performance management redirects
our efforts away from business toward effectiveness.

Recently, organizations have been faced with challenges like never

before. Increasing competition from business across the world has
meant that all businesses must be much more careful about the choice
of strategies to remain competitive. Everyone (and everything) in the

41
organization must be doing what they're supposed to be doing to
ensure strategies are implemented effectively.

This situation has put more focus on effectiveness, that systems

and processes in the organization to be applied in the right way to the
right things: to achieve results. All of the results across the organization
must continue to be aligned to achieve the overall results desired by
the organization for it to survive and thrive. Only then it be said that
the Organizations & its various parets are really performing.

42
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3. Som, A. "What drives adoption of innovative SHRM practices in Indian organizations?. The
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4. Budhwar, P. S., & Boyne, G. "Human resource management in the Indian public and private sectors:
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8. https://www.ultratechcement.com/content/dam/ultratechce.

9. https://www.scribd.com/document/640764896/UltraTech

10. https://www.scribd.com/document/37046728/Performance-Appraisal

11. https://www.scribd.com/doc/104252863/A-Study-on-Performance-Appraisal-Strategy-of-Ultratech-
Cement

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