Dissertation Project Report: "A Study On Employees Satisfaction On Performance Appraisal in Hotel SAMRAT"

DISSERTATION PROJECT REPORT
ON
“A Study on Employees satisfaction on performance appraisal in

Hotel SAMRAT”
A Dissertation Project report submitted in Partial Fulfillment of award of

MBA Degree
ANSAL SCHOOL OF MANAGEMENT

ANSAL UNIVERSITY
GURGAON
SUBMITTED TO SUBMITTED BY
DR. PUJA CHHABRA POOJA DESWAL

( Professor) 160MBAGEN069 
CERTIFICATE
This is to certify that Miss Pooja Deswal the student of MBA 2nd year of Ansal University,
Gurgaon have completed their Dissertation Project “A Study on Employees Satisfaction on
Performance appraisal in Hotel SAMRAT” in the year 2016-2018 in partial fulfillment of
Ansal University requirements for the award of the degree of Master of Business Administration.
Dissertation Project Guide

Dr.Puja Chhabra
Date: ( Professor)
Page 2
ACKNOWLEDGEMENT
Every study requires a guidance of someone who is working in that field. Firstly I would
like to thank the institution for providing an opportunity of preparing a Project Report and
allowing us to use the resources of the institution during this project.
I am extremely thankful to my Project Guide, Dr. Puja Chhabra of Ansal University for their
precious guidance regarding the preparation of the Project Report. Their guidance has proved to
be useful and without them, the preparation of this report might not have been possible.
I Am also thankful to the other faculty members of Ansal University for extending their
valuable support for this project.
I also extend sincere thanks to the Employees of Hotel SAMRAT , who helped me during the
course of my project and for their gracious attitude.
I would like to take this opportunity to extend our warm thoughts to those who helped me in
making this project a wonderful experience.
Page 3
Executive Summary
Efficient manager of human, technical and financial resources is very important for
accomplishment of objectives of any business .Every manager has to perform certain functions to
coordinate the efforts of the people working under him for effectiveness and efficient use of
physical resource. The quality of performance of these functions determines the success of any
organisation to a great extend.
This is true both at micro level .With the rapidly changing socio economic environment and
growing industry throughout world HR has become a very challenging job .Today’s managers
are require possessing certain relation and conceptual skills in addition to wide reservoir of
knowledge. Studying the management science and practicing the principle and techniques of
management can acquire these skills. My project is an attempt to provide an efficient aid to the
development of an understanding of the basic concept that relates to the practices of performance
appraisal in various 5 star hotels. And also the employees approach towards the existing
performance appraisal system.
Page 4
INDEX
CHAPTER: 1 
Introduction & Rationale for the study………………………………………………….7-10
Introduction……………………………………………………………………………………..8
Rationale………………………………………………………………………………………10
Introduction to the hotel Industry………………………………………………………11-19
CHAPTER: 2 
Objectives ,Scope & Limitations of the Study………………………………………….20-22
Objectives of the study………………………………………………………………………..21
Scope of study……………………………………………………………………………….21
Limitation of the study………………………………………………………………………..22
CHAPTER: 3  
Conceptual framework & Theoretical Perspective…………………………………….23-52
Human Resource management………………………………………………………………..24
Performance Appraisal………………………………………………………………………..26
Performance Appraisal in Hotel Samrat………………………………………………………47
CHAPTER: 4
Research Methodology……………………………………………………………..……53-56
Objective
Page 5
Research Design
Sample Design 
Sample Size 
Sampling Methods
Sample Type 
Data Collection Method
CHAPTER: 5
Data Analysis & Interpretations………………………………………………………57-82
Data Analysis process………………………………………………………….……………..57
Detail Analysis & Inferences………………………………………………………………58-71
CHAPTER: 6
Finding , Conclusion & Suggestions…………………………………………………….72-75
Findings...............................................................................................73
conclusion.................................................................................................74
Suggestions……………………………………………………………………………………75
CHAPTER: 7 
Future scope of the study………………………………………………………………77-78
Bibliography……………………………………………………………………………… 79-80
Sample Questionnaire…………………………………………………………………….81-85
Page 6
Chapter 1
INTRODUCTION & RATIONALE FOR THE STUDY
Page 7
INTRODUCTION
Many organizations have realized that satisfied, skilled, hard working and especially motivated
employees are very important for the organization not only because of higher performance and
productivity. At the present time they may be a source of competitiveness as well. The question
arises how to motivate employees, make them happy to work for the organization and let them
participate on the organization's success.
A performance appraisal, as a part of human resource management, is a good tool how to manage
employees when it is set properly and both sides, the organization and employees, understand
why the performance appraisal is so important. The performance appraisal helps the organization
to observe employees' performance, behavior, skills, need for training or further education, etc. It
helps the employees as well because they know where they are, what is expected from them and
what they need to do to fulfill organization’s expectations. It motivates them especially when the
performance appraisal is related to remuneration.
The performance appraisal is the process of obtaining, analyzing and recording information
about the relative worth of an employee. The focus of the performance appraisal is
measuring and improving the actual performance of the employee and also the future
potential of the employee. Its aim is to measure what an employee does.
Performance appraisals are regular reviews of employee performance within organizations.

Generally, the aims of a performance appraisal are too:
• Give feedback on performance to employees.  
• Identify employee training needs.  
Page 8
• Document criteria used to allocate organizational rewards.  
• Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, etc.  
• Provide the opportunity for organizational diagnosis and development.  
• Facilitate communication between employee and administration
It is a powerful tool to calibrate, refine and reward the performance of the employee.
It helps to analyze his achievements and evaluate his contribution towards the
achievements of the overall organizational goals. By focusing the attention on
performance, performance appraisal goes to the heart of personnel management and
reflects the management's interest in the progress of the employees.
Page 9
RATIONALE
People differ in their abilities and their aptitudes. There is always some difference between
the quality and quantity of the same work on the same job being done by two different
people. Therefore, performance management and performance appraisal is necessary to
understand each employee's abilities, competencies and relative merit and worth to the
organization.
Performance appraisal rates the employees in terms of their performance. Performance

appraisal takes into account the past performance of the employees and focuses on the
improvement of the future performance of the employees.
The study on Performance Appraisal of employees was carried out at” Hotel Samrat New
Delhi”. The main aim of the study was to study the existing Performance Appraisal practice
in Hotel Industry
The primary data required for the study were collected through structured questionnaire.
The second data was from the company manuals and the website of the company, Online
Research papers and projects,The data were analyzed and the findings were arrived at the
basis of which suggestions are made.
Page 10
Introduction to the hotel industry
“Hotel” or Inn is defined by British Law as a place where a bonafide traveler can receive food
and shelter, provided he is in a position to pay for it and is in a fit condition to be received”.
The Hotel Industry is one important sector of the touristic infrastructure of the country. The
composite tourism industry including hotel is a part of expanding International Trade in goods
and services within which it represents the fastest growing and largest elements of what
economist call invisible trade and its earnings. Today, tourism including hotels is the 2nd largest
industry in the world with a rapid growth.
The Hotel Industry has changed and developed considerably. The principle factor that determines
the guest attitude towards be hotel is service received.
Life is Service- is the motto of successful Hotel Men.
In Hotel industry the employees are usually taught to
- Push Sales - Maintain high standards

- Cut Cost - Work well as team member
- Have service awareness - Be a representative of his culture/country
Undoubtedly, just as an unsatisfied customer is a definite loss in potential revenue, a satisfied

customer is definitely a source of excellent publicity for the hotel.
Importance of HRM in hotel industry
HRM in Hotel Industry is an integral part of it, since it can make or end the enterprise. Much
depends on the right personnel with aptitude and interaction for the Hotel Industry. After the
right selection of personnel, proper training is most essential as there is no end to man’s ambition
for position, power and wealth.
Page 11
Hence it is necessary the responsibilities and obligations of an employee should be appraised
initially and salary should be fixed accordingly so that an employee does not feel that he is up a
blindly with no further prospects of battering his position. An employee should be made to feel
that good & honest work yields good result that will invariably be appreciated and recognized.
Further, it came to light that these practices could be used to evolve a sound framework for
research if they were enhanced in the light of views of people associated with the industry in
different capacity. So, it the first stop in the direction could be to get their opinion records in put
down their comments in remarks on this subject.
Overview of the HOTEL

Hotel Samrat
A luxury hotel in the heart of New Delhi’s prestigious Diplomatic enclave- yet only 10 Km from
Delhi Airport. The Samrat combines the pleasures of a garden resort with the facilities of a 5 Star
international hotel. Samrat is an elegant stone and marble structure built around a central flower
filled atrium and open air courtyard.
!
Hotel Samrat
Page 12
Location : 15 kms from International Airport, 10 kms from Domestic Airport, 9 kms from New
Delhi Railway Station.
Rooms: 255 A/C rooms.
Address: Hotel Samrat, Kautilya Marg.
INTRODUCTION TO THE ORGANIZATION
India Tourism Development Corporation (ITDC) was established in 1966 as an autonomous

public sector corporation, entrusted with the task of helping develop tourism infrastructure and
promoting India as a tourist destination. Today, ITDC provides a complete package of tourism
services including accommodation, catering, travel-related services, event management,
publicity, hotel consultancy, duty free shops, in-house travel agency, entertainment and shopping.
Page 13
Hotels in New Delhi
! ! !
Hotel Ashok Hotel Indraprastha Hotel Janpath
! !
!
Hotel Kanishka Hotel Ranjit Hotel Samrat
HOTEL SAMRAT
Hotel Samrat started in 1982 crafted in Magnificent Dholapur Soft pink stone and plush marble.
Hotel Samrat is planned around a central flower filled atrium and open air courtyard. While
sharing the beautifully landscaped garden with the group’s flagship property Ashok Hotel it has
to also inherited the royal traditions of hospitality. Its rooms overlook the enclosed terrace garden
fountain water channels and swimming pool while satisfying the demands of most discriminating
guest.
Page 14
A few kilometers away from the airport the Samrat Hotel welcomes you to share and discover
the variety of facilities in the luxury of the hotel itself.
At Hotel Samrat, conventions and conferences are events to remember. Most modern business
amenities set amidst perfect conferencing ambience. Culinary tradition cherished by most
discovering guests from the world over. And the unmatched reputation for being the finest in
conferencing business.
A luxury hotel in the heart of New Delhi’s prestigious diplomatic enclave, the Samrat has rooms
with elegant décor, 24 hour room service, telephone, TV, video and refrigerator and very soon all
the rooms are going to be renovated with all the modern luxuries a hotel can offer.
Hotel has two restaurants Red Chilli, the 24 hours Coffee Shop to cater to varied tastes. It serves
you snacks, mini-meals both Indian and Continental and drinks of your choice. It is sheer delight
to sit and eat in the Red Chilli overlooking the Swimming Pool. Red Chilli is the place when you
are in a rush and do not want to be rushed. The other restaurant hotel has is Baradari, the
specialty restaurant serving Mughlai and Continental food. Baradari literally meaning courtyard
in the place where you can be out of home but still feel homely aromas rising. From the dishes
can build up your appetite. Here you would like to eat out of the Chef’s hand for our Masters
Chef’s excel in Mughlai Cuisine. Very soon Hotel Samrat is going to open a Veg/Non-Veg.
International Multi-Cuisine Restaurant-cum-Bar. Samrat not only provides all the luxuries but
also looks after the guest entertainment for which we have Decibel, the Discotheque cum bar
which operates four days a week from 8 PM onwards for relaxation, the Samrat tempts you with
a cool, blue, open air swimming pool, tennis court, health club, beauty parlour and delightful
shopping arcade.
Samrat is adept in hosting business meets and get-together as well in Chanakya/Chandragupt and
Kautilya Hall to accommodate 200-250 pax with sophisticated audiovisual equipments and
conference facilities. Smaller parties and buffets too are handled professionally and impeccably.
Page 15
The following is about the organization:-
OUR MISSION
Guest: - We are committed to meeting & exceeding the expectations of our guest through our
unremitting dedication to perfection in every aspect of services.
Our Employees: - We are committed to growth, Development and welfare of our people upon
whom we rely to make this happen.
Our Vision: - To be brand recommended by knowledgeable international b/s market sought after
by, service oriented employees and engaged by profit driven, global hotel investors.
Location
Hotel Samrat, New Delhi
Kautilya Marg, Chanakyapuri,
New Delhi-110021
15 Kms. From Indira Gandhi International Airport
12 Kms. From Domestic Airport
09 Kms. From New Delhi railway Station
06 Kms. From Shopping Complex and Pragati Maidan, venue of
Intl. Exhibition and Fairs.
MANPOWER
Currently employing 441 employees, which includes:-
☑ 18 Executives
☑ 423 Non Executives
BRANCH OFFICE:-
India Tourism Development Corporation
6th Floor, Scope Complex, Core 8,
Page 16
☑ 7, Lodhi Road,
☑ New Delhi.
ACCOMMODATION
☑ Total number of rooms : 255
☑ Luxury suites 2
☑ Double rooms {Large Bed} 39
☑ Single rooms {Twin Bed} 201
☑ Apartments 13
Food and Entertainment

☑ Baradari (Indian Cuisine)
☑ Gardenia (24 hrs coffee shop)
☑ Hunt Room, Saloon Bar
☑ Tea Lounge
FACILITIES
☑ Swimming Pool
☑ Health Club
☑ Baby-sitter
☑ Travel Desk
☑ Shopping Arcade
☑ 24hours currency exchange
☑ Exclusive exhibition area
Page 17
SERVICES
Beauty Parlour and Barber Shop, Courier Service, Round the Clock Currency Exchange,
Laundry and Dry Cleaning Service, Doctor on Call, Shopping Arcade, safe Deposit, Baby Sitter.
In addition, having Special rooms for the Physically Challenged.
DINNING & ENTERTAINMENT
▪ Red Chilli 24 Hours Multicuisine Coffee Shop

▪ Baradari Indian and Mughlai Specialty-Amidst timeless
Ghazals
Timing: 1230 hrs to 1500 hrs & 1930 hrs to 2330 hrs.
▪ Decibel Disco cum Night Club.
Timings: 2030 hrs. to 0000 hrs.
Page 18
CONVENTION & BANQUET FACILITIES
☑ Kautilya Hall – Designed to accommodate 300 delegates.

☑ Chadragupt and Chanakya.
☑ Sprawling lawns for outdoor parties, theme & gala dinners.
☑ Complete Audio Visual aids, Secretarial Services.
Page 19
Chapter 2
OBJECTIVE, SCOPE & LIMITATIONS OF THE STUDY
Page 20
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
- The Primary Objective of research is to study the existing Performance Appraisal practice in
HOTEL SAMRAT
SECONDARY OBJECTIVES
- To understand the procedure of Performance Appraisal practice in Hotel Industry.
- To find out that employees are satisfied or not with Performance appraisal.
SCOPE OF THE STUDY
A HR development is basically depends upon Performance Appraisal and training and

development, the present study give us some suggestions for making the present performance
appraisal system in hotel Samrat more effective and useful.
Page 21
LIMITATIONS OF THE STUDY
- This is subjected to the basis and prejudices of the respondents, hence 100% of accuracy
cannot be assured.
- The research was carried out in a short span of time, where in the research could not widen
the study.
- The period of study was too short. So it was not possible to collect the relevant information
with in that period.
- The findings are based on the answers given by the employees, so any error or bias may be
affect the validity of the finding
Page 22
Chapter 3
THEORTICAL PERSPECTIVE / CONCEPTUAL

FRAMEWORK
Page 23
HUMAN RESOURCE MANAGEMENT
Human resource management has developed during past twenty years and has gained a lot of
attention. The interest in human resource management has been caused by development of
technology, greater competition and greater importance of productivity.
According to Tyson and York inception of people management begun in 18th century at the time
of the Industrial Revolution. Personnel management, the most commonly used term for
managing people, has been replaced by human resource management during the recent twenty
years. Some authors argue that this change has been simple fashionable renaming of personnel
management while others contradict it and indicate human resource management as completely
new approach.
Human resource management is a broad concept with range of definitions. Bratton and Gold
define human resource management as "a strategic approach to managing employment relations
which emphasizes that leveraging people's capabilities is critical to achieving sustainable
competitive advantage, this being achieved through a distinctive set of integrated employment
policies, programs and practices."
The key human resource activities very often vary in terms of name but the characteristics are
similar. These activities are strategic and international human resource management, recruitment
and selection, performance management, training and development, reward management, union-
management relations and employee relations, and employees' health and safety.
At the current situation of worldwide globalization (e.g. enlargement of the European Union)
human resource functions must deal with demographic changes (e.g. employees diversity,
cultural differences) more than ever before. Improvement in total quality management and
business process redesign are important for increasing focus on managing people as the probable
source of competitive advantage.
Page 24
1.1 Performance Management
Performance management is one of the functions of human resource management. In recent
years, it has obtained a lot of attention as a key feature in achieving competitive advantage and
high performance. Performance management is concerned in managing the organization and its
employees to get better results from them. It helps employees to understand the organization's
goals and requirements and how they can partake in achieving objectives and higher
performance of the organization. Performance management is often seen as synonymous with
performance appraisal but the performance appraisal is only part of the performance
management process.
1.2 Performance Appraisal

Performance appraisal is defined as the process of assessing the performance and progress
of an employee or a group of employees on a given job and his / their potential for the
future development. It consists of all procedure used in working organization and potential
of employees.
Performance appraisal means systematic evaluation of the personality and performance of

each employees by his superior or some other persons trained in the technique of merit
rating. It employs various ratings technique for comparing individual employees in a work
group, in terms of personnel qualities or deficiencies and the requirements of their
respective jobs.
CHARACTERISTICS
✓ Performance appraisal is a process. 

✓ It is the systematic examination of the strength and weakness of employees
during the term of his job. 

✓ It is a scientific and objective study. Formal procedure is used in the study.
✓ It is an ongoing and continuous process wherein the evaluations are arranged periodically
according to a definite plan.
Page 25
✓The main purpose of performance appraisal is to ensure information necessary for making
objectives and correct decision an employee.
Objectives of Appraisal
✓The main objective of the appraisal is to evaluate employee's performance fairly. It

creates
✓assumptions for employee's utilization within the company and for his/her e.g.
motivation,
✓performance or career. Only some of the main objectives are introduced as follow [2]:
✓• To appraise to what extent the employee fulfils his duties
✓• To qualify level of the employee's performance
✓• To appraise if the employee does his/her best at work
✓• To formulate development of the employee
✓• To recommend the employee's transfer to more/less exacting work place
Other objectives of the appraisal may differ according to the situation within the company
or according to the purpose of appraisal (e.g. periodicity, changes in the company). Among
these partial objectives belong
• To improve the employee's performance
• To gain information about the employee's opinions, values
• To identify suitable candidates to be promoted
• To identify educational needs
Page 26
• To check foreknowledge of the employee
• To identify how to improve relationship between management of the company and
the other employees
• To discuss work issues with the employee
• To identify work and social needs of the employee
• To check motivation impact of the appraisal and remuneration
• To find out level of the employee's satisfaction
In practice only some of these objectives are met by the appraisal. It depends on the
purpose of the appraisal. The whole appraisal is more about the performance in a case of
the appraisal focused on remuneration. The appraisal, focused on character of the
employee or his/her behavior, is oriented on management of development and employee's
motivation.
The appraisal system, which is realized effectively, provides the company with very
important feedback about management of the company and the employee's perception of it.
Managers are supposed to do the appraisal to find out what provisions are necessary to
adopt. They are also supposed to support employee's success or on the other hand to
discipline failings and to motivate.
Also employees expect benefits from the appraisal. The employee gets feedback about
his/her performance which may motivate him/her to do better job. They get an opportunity
Page 27
to find out whether their requirements harmonies with the company's vision or they can
discuss his/her remuneration.
PROCESS
The process of performance appraisal:
✓Establishing performance standards
✓Communicating the standards
✓ Measuring performance
✓Comparing the actual with the standards
✓ Discussing the appraisal
✓Talking corrective action
What to Appraise?
To conduct the appraisal well an appraiser must know which criteria are crucial for the
certain employee's position and which are adequate to the form and purpose of the appraisal
too. Different criteria may apply to different positions within the company. They can be
general (they apply to the all positions) or special (adjusted to the particular position). These
criteria should be clear, unambiguous, measurable or comparable (if possible), objective,
reliable and giving evidence. For example skills which do not relate to work cannot be
taken into consideration during appraisal. The appraisal observes knowledge, skills,
competence and behavior of the employee (work-related and social).
The appraisal observes
Page 28
1) Labour performance
• Quality and quantity of work during certain time and with certain costs
• Employee's value-added to the company
2) Labour efficiency (ability to reach a target)
• Behaviour
• Expertness
• Personality
• Motivation
3) Work-related and life condition of the employee
However, the most common criteria are as follow [3]:
• Character and skills needed for work performance
• Qualifications and behavior during work
• Labour efficiency
• Interpersonal relations and style
PURPOSES OF PERFORMANCE APPRAISAL
The objective of performance appraisal falls into two categories:
1. ADMINISTRATIVE
2. SELF IMPROVEMENT
Page 29
BENEFITS
✓ The process provides opportunities for individuals to: -

✓ Understand and clarify their job role and responsibilities.
✓ Know how they contribute towards the achievement of the company’s aim and objectives
✓ Discuss the standards of performance expected for their job
✓ Get constructive feedback from their line managers, which can enable the employees to bring
about changes in their behaviors, attitudes, skills and knowledge and set realistic goals for
themselves.
✓ Discuss views and ideas on how their job role could be improved.
✓ Understand their line manager’s role, responsibilities and priorities.
✓ Performance appraisal generates significant, relevant and useful information about the
promotability and potential of employees. The information is used to assess the organization’s
internal supply of human resources and availability of managerial personnel for succession
and planning.
✓ Information gathered through performance appraisal provides inputs for making decisions
concerning salary administration, financial incentives, appreciations, additional
responsibilities, promotion etc. On the basis of this, achievers and poor performers can be
given appropriate signals.
The Evaluation Process
The performance appraisal process is an essential activity designed to foster open

communication between supervisor and employee. Performance appraisal should provide both
supervisor and employee with clear and obtainable goals, activities and overall performance.
The performance evaluation process is an essential activity designed to provide consistent annual
reviews for all employees. The process is designed to offer both the employee and the appraiser
Page 30
(usually the direct supervisor) with improved communication, fair assessment and objective
views of abilities that relate to the job responsibilities.
The appraisal process is only one step in the process of continued skill development, career
growth and job satisfaction. Effective performance appraisal is a continuous process of change
and improvement, not on a single annual event. The focus is on growth and development, not
solely on past performance. The performance appraisal must be a collaborative process.
As an appraiser, you must conduct the performance appraisal process in a consistent,

professional manner. The focus of the process is on the employee’s job performance and
requirements of the goals and standards for the next review period. There are three important
parts to the appraisal process: -
- Employee self-appraisal, where the employee evaluates himself on the grounds of his
knowledge to understand the company’s policies and objectives, etc.
- Appraiser evaluation is when the appraiser evaluates the employee on certain norms and
detects the need for any additional help, etc.
- Performance appraisal meeting provides the supervisor and employee with an opportunity to
engage in an open and constructive discussion regarding the employee’s job performance,
accomplishments, areas of needed improvement, training and development and future
performance goals and expectations.
None of the above three steps may be eliminated from the process. Both employee and appraiser
must use the same appraiser form. As the appraiser, you will need to complete the following
steps. The process of completing the appraisal forms may be aided by reviewing the employee’s
history including but not limited to job skills, training, experience, past jobs and job
performance. The following outline will help you complete the process in an orderly and timely
manner.
- Describe the process to your staff (either individually or in a group)

- Distribute self-evaluation forms.
- Set a date and time for the performance appraisal with each staff member.
Page 31
- Complete your appraisal of employee’s performance
- Collect and review the self evaluation
- Conduct the appraisal meeting
THE EVALUATION PROCESS
ESTABLISH PERFORMANCE
STANDARDS
COMMUNICATE PERFORMANCE
EXPECTATIONS TO EMPLOYEES
MEASURE ACTUAL PERFORMANCE
COMPARE ACTUAL PERFORMANCE

WITH STANDARDS
DISCUSS THE APPRAISAL WITH THE

EMPLOYEE
IF NECESSARY, INITIATE
CORRECTIVE ACTION
Page 32
THE EVALUATION PROCESS
1. Establish Performance Standards

At the time of designing a job and formulating a job description, performance standards are
usually developed for the position. These standards should be clear and not vague, and objective
enough to be understood and measured. These standards should be discussed to find out which
different factors are to be incorporated, weights and points to be given to each factor and these
then should be indicated on the Appraisal Form, and later on used for appraising the performance
of the employees.
2. Communicate Performance Expectations to the Employees

The next step is to communicate these standards to the employees, for the employees left to
themselves, would find it difficult to guess what is expected of them. To make communication
effective feedback is necessary from the subordinate to the manager. Satisfactory feedback
ensures that the information communicated by the manager has been received and understood in
the way it was intended.
3. Measure Actual Performance

To determine what actual performance is, it is necessary to acquire information about it. We
should be concerned with how we measure and what we measure. Four sources are frequently
used to measure actual performance:
☑ Personal observations
☑ Statistical reports
☑ Oral reports
☑ Written reports
4. Compare Actual Performance with Standards

The employee is apprised and judged of his potential for growth and advancement. Attempts are
made to note deviations between standard performance and actual performance.
Page 33
5. Discuss the Appraisal with the Employee
The results of appraisal are discussed periodically with the employees, where good points, weak
points and difficulties are indicated and discussed so that performance is improved.
6. If Necessary, Initiate Corrective Actions

Coaching, counseling may be done or special assignments and projects may be set; persons may
be deputed for formal training courses, and decision making responsibilities and authority may
be delegated to the subordinates. Attempts may also be made to recommend for salary increases
or promotions, if these decisions become plausible in the light of appraisals.
The details given above may vary from organization to organization but these steps usually form
the principal steps/features of a sound evaluation programme.
METHODS OF PERFORMANCE APPRAISAL
There are various methods of merit rating, which may be classified into:
• Traditional methods and
• Modern methods
Page 34
Performance Appraisal
TRADITIONAL METHODS MODERN
1.Unstructured Appraisal 1. Management by
2. Employee Ranking Rating Objectives
3. Forced distribution 2. Behavioral Anchored
4. Graphic- rating scales Rating Scales
5. Check- lists 3. 3600 Appraisal
6. Critical incidents
7. Field review
TRADITIONAL METHOD
Traditional methods are very old technique of performance appraisal. They are based on
trait- oriented appraisal. Evaluation of employee is made on this basis of standards of
personal traits or qualities such as attitudes, judgment, versatility, initiative, dependability,
leadership, loyalty, punctuality, knowledge of the job, etc.
Page 35
There are seven traditional methods of appraisal
1. Unstructured appraisal
Under this, the appraiser is required to write down his impression about the person being
appraised in an unstructured way. However, in some organization, comments are required to
be grouped under specific heading such as quality of job performance.
Reasons for specific job behaviors, personality traits, and development needs. This system
highly subjective and has got its merit in its simplicity and is still in use especially in the
small firm.
2. Ranking methods
Ranking is a simple process of placing employees in a rank according to their job

performance. It permits comparison of all employees in any single rating group, regardless
of the type of work. All workers are judged on the same factors and they are rated on the
overall basis with reference to their jot, performance instead of individual assessment of
traits.
Paired comparison is an improvement over simple ranking. Under this, every employee in a
job family is compared with every other employee to determine which the better worker is.
3. Forced Distribution Methods
The forced distribution system is devised to force the appraiser to fit the employees being
appraised into predetermined ranges of scale. It has an advantage over the paired
comparison system in that two or more employees can be divided into five point’s scale of
outstanding, above average, below average and poor.
Page 36
This method obviously eliminates the room for subjective judgment on the part of
supervisors. Besides this, the system is easy to understand and administer. The objective of
this technique is to spread out ratings in the form of a normal distribution which is open to
criticism. Many times, categories are not found in Workgroup, particularly when the size of
the group is comparatively smaller. As a matter of fact, forced distribution of rankings is
feasible for a large group.
4. Graphic Rating Scale
Under this method, scales are established for a number of specific factors and qualities. Five
degrees are established for each factor and general definition appears at points along the
scale. Generally, the rater is supplied with a printed form, one for each person to be rated.
The selection of factors to be measured on the graphical rating scales is an important point
under this system. These are two types:
I. Characteristics, such as initiatives and dependability.
II. Contributions, such as quantity and quality of work.
Graphic scales impose a heavy burden upon the supervisor. He must report and evaluate the
performance of his subordinates on a scale involving as many as five degrees on perhaps
ten different factors, the main drawback of this system that the rater may be biased.
However, one means of ensuring that the rater has based his scoring upon substantial
evidence is to leave space on the form after each factor and required him to explain the
reason for his rating.
5.Checklist
It also consists of two techniques:
a. Weighted checklist 
b. Forced choice
Page 37
a.Weighted check list
Under this method, various statements are prepared in such a manner that they describe
various types and levels of behavior for a particular job. Each statement is attached with a
scale value. At the time of rating the employees, the superior just collects and checks all the
statements. After the weight or values are attached to the individual traits, the rating up to
this level is gathered on the rating sheet. Then the weights are averaged and employee is
evaluated.
The weighted checklist should be prepared by the persons thoroughly acquainted with job
and perfect in preparing and weighting statements. When this process is over, rating is
placed on separated cards. Then these cards are sorted by raters by who actually observed
the accomplishment of the work.
b.Forced choice
This method is used particularly with the objective of avoiding scope for personal
prejudices. Under this method, they are forced to choose between descriptive statements of
seemingly equal worth describing the person in question. Statements are chosen both the
side favorable as well as unfavorable.
For example: the following two pairs of statements may be given to the rater and the may
be asked to select one statement from each pair that is represented by superiors.
❖ Gives clear instruction to his subordinates.
❖ Can be dependable upon to complete any job assigned.
❖ Makes promises that he knows he cannot keep.
❖ Shows favoritism to some employees.
Page 38
The rater may feel that either of the two statements in a pair is applicable, but he must select
the one that is more descriptive. Only one of the statements in each pair is correct in
identifying the better performance and his scoring key secret from the rafter. In this bias is
removed from the appraisal process.
Forced choice method is also not free from drawbacks.
❖ It is very expensive to install the system
❖ The procedure involved is very lengthy and hence more time consuming
❖ It is difficult for a superior to discuss rating switch subordinates because the item is
scored by the personnel department.
6.Critical incident methods
A critical incident means a significant act by an employee exceeding or failing any of the
requirements of his job. The method requires every supervisor to record all such significant
incidents in each employee's behavior which indicate effective or successful action and
those which indicate ineffective or poor behavior. These are recorded in a specially
designed notebook which contain categories or characteristics under which various
behaviors can be recorded.
Under the critical incident methods, the supervisor is supposed to retain from passing
overall judgment and concentrate upon discussing facts as he sees them. Theoretically, this
should provide a sound and an objective basis for appraisal of the performance of an
employee. Strictly speaking, the critical incident methods are not a rating method as it
requires the supervisor to pay close attention to what an employee is doing.
This method suffers from the defect that outstanding incident happens so frequently that an
individual appraisal may not vary markedly between any two time periods. It has been
Page 39
observed that most of the time the employees have neither positive nor negative incident. If
the critical event does not happen, it will be difficult to rate an employee.
7.Field review method
Under this method, the supervisors are interviewed by an expert from the personnel
department. The expert questions the supervisor to obtain all the pertinent information on
each employee and takes notes in his book. Thus, there is no rating from with factors or a
degree, but overall ratings are obtained. The workers are usually classified into three
categories as outstanding, satisfactory, and unsatisfactory.
CRITICISM OF TRADITIONAL METHOD
The general criticism of traditional performance appraisal system is that they are too
subjective in nature because all of them are based on personal judgment of the rater. The
personal judgment is always subjected to personal bias or prejudice as well as pressure from
certain other areas. The appraiser may not be able to judge the competence of the
employees because of lack of training.
Because of the judgmental role of the superior under the traditional system, performance
ratings are frequently subjected to a number of errors and weaknesses which are discussed
below.
a) Halo error
b) Central tendency
c) Leniency or strictness
d) Recent behavior bias
e) Miscellaneous bias
Page 40
MODERN APPRAISAL METHODS
There are two important methods of performance appraisal, which are used by the modern
concern. The first is Management by Objectives (MBO) which represent result oriented
appraisal. The second one is Behaviorally- Anchored Rating Scale (BARS) which is based
on rating the behavior of the subordinates
1.Management by Objective
It was Peter Ducker, who proposed goal setting approach to performance appraisal, which
he called 'Management by Objectives and self control'. This approach was further
strengthened by Douglas McGregor was concerned with the fact that most traditional
appraisal system involved ratings of traits and personal qualities that he felt were highly
unreliable. Besides, the use of such trait ratings produced two main difficulties.
1. The management was uncomfortable about using them and resisted making an appraisal.
2. It had a damaging effect on the motivation and development of the subordinates.
Goal setting approach or "management objectives" is the same as behavioral approach to

subordinate appraisal, actually called work planning and review in case of General Electric
Co, U.S.A under this approach, an employee is not appraised by his recognizable traits, but
by his performance with respect to the agreed goals or objectives. Thus, the essential feature
of this approach is the mutual establishment of job goals. The application of goal setting
approach to performance involves the following steps:
1. The subordinates discuss his descriptions with his superior and they agree on the contents
of his job and the key result areas.
2. The subordinates prepare a list of reasonable objectives for the coming period of six to
twelve months.
3. He sits with his superior to discuss these target and plans, and a final set is worked out.
Page 41
4. Check- points are established for the evaluation of progress, and the ways of measuring
progress are selected.
5. The superior and the subordinate's efforts to meet the target mutually established.
The goal setting approach is based on clear and time bound objectives from the corporate
level to the operate level. This approach can be applied with great success if the
performance appraisal program consists of the following elements:
1. Good job description is available to help setting of goals from different positions.
2. Superiors have trust in the subordinates to establish reasonable goals.
3. There is emphasis on solving problems rather than criticism of the performance of the
subordinates.
The goal setting approach has done away with the judgmental role of the superior in the
appraisal of their subordinates. It has led to greater satisfaction, greater agreement, greater
comfort and less tension and hostility between the workers and the management. This
approach is considerably superior to the traditional approach of performance appraisal, It
emphasis training and development of individuals. It is also a problem solving approach
rather than tell and sell approach. This approach has also got a built -in device of self -
appraisal by the subordinates because they know their goals and the standards by which
their performance will be measured.
The goal setting approaches suffer from the following limitation:
1. This approach can be applied only when the goal setting is possible by the subordinates.
It is doubtful if such a procedure can be applied for the subordinates.
2. This approach is not easy to administer. It involves considerable time, through and
contract between the superior and the subordinates. If the span of supervision is quite large,
Page 42
it will not be possible for the superior to have discussions with each and every subordinate
for setting up mutually agreed goals.
3. This approach mainly emphasis counseling, training and development. It is argued that
critical evaluation and modification to improve are incompatible. But in practice, it is not
possible to forego the critical aspect of performance appraisal.
2.Behavioral Anchored Rating Scales
Behavioral anchor rating scale (BARS) is designed to identify the critical area of
performance of a job, and to describe the more effective and less effective job behavior for
getting results. Performance is evaluated by asking the rater to record specific, observable
job behaviors of an employee and then to compare these observations with a "behaviorally
anchored scale"
Behaviorally anchored rating scale approach combines elements of the traditional rating
scale and critical incident method. Using BARS, job behaviors from critical incident-
effective and ineffective behaviors- are described more objectively. This method employs
individual who are familiar with a particular job to identify its major components. They are
asked to rank and validate specific behaviors for each of the components.
The various steps involved in developing BARS are as follows:
a. Identification of critical incident of behaviors.
People With knowledge of the task of the job to be probed such as holders and supervisors,
specific examples of effective and ineffective behavior related to job performance.
b. Identification of performance dimensions
People are assigned the task of developing the instrument cluster pertaining to the incidents
into a small set of key performance dimension.
Page 43
c. Reclassification of critical behavior
Another group of people who are knowledgeable about the job is instructed to retranslate or
reclassify the critical incidents generated under the previous step.
d. Assigning a scale value to the critical behavior
Each incident is related on a one-to-nine scale with respect to how well it represents
performance on the appropriate dimension.
e. Development of bar instrument
About six or seven incidents for each performance dimension- all having met both the
translation and standard deviation criteria — are sued as behavioral anchor. The final BARS
instruments consist of a series of vertical scale anchored by the final incident. Each incident
is positioned on the scale according to its mean value.
3.360 DEGREE APPRAISALS AND FEEDBACK
The 360 degree appraisal involves rating of an employee or manager by everyone above,
alongside and below him. Although deployed mostly as a fact- fining technique, 360 degree
appraisal is also used to design promotion and reward in the organization. Structured
questionnaire is used to collect responses about the employee from his superior’s peers and
subordinates.
Merits of 360 degree appraisal
1. The 360 degree appraisal leads to greater self- awareness of those appraised. It reveals
strength and weaknesses in their working style.
2. The gap between self assessment and the view of one's colleagues or peer group in
reduced.
3. If facilitate empowerment of subordinates who get a say in the appraisal of their bosses.
Page 44
4. Inflexibility managers are forced to initiate self- change.
5. Facts about organizational culture and ambience are brought to light by the multiple
appraisals.
Limitation of 360 degree appraisal
1. The 360 degree appraisal system ignores performance appraisal in terms of goals.
2. The candidate being appraised may not accept negative feedback from the subordinates
and peers. He might feel humiliated.
3. Responses from colleague often tend to be biased.
4. Linking rewards to finding less than 360 degree appraisal can prove to be unfair.
5. The subordinates and might not be fully competent in appraisal.
Page 45
Performance appraisal in hotel Samrat
These are 3 kinds of Performance Appraisal forms through which the employees are appraised.
i) Managers Performance Appraisal form.
ii) Supervisors Performance Appraisal form
iii) Employees Performance Appraisal form.
Potential of employee is evaluated after every 6 months. Hotel also has a self appraising system.
Rating is divided in 3 categories.

i) Employee
ii) Supervisory
iii) Management
The performance of executives and supervisor is appraised both by the appraiser and appraisee.
According to the evaluation. Transfers arid Promotions takes place
The scale used for all the three categories are.

i) Poor
ii) Average in
iii) Good
iv) Excellent
In the Employee Performance Appraisal form the appraisers as well as the appraisees comments
are taken after the appraiser gives his remarks after this comments of the head of the department
is taken along with Personnel Manager’s and General Manager’s comments.
Finally, the personnel Action form is filled at along with the final comments of the personnel
Manager and the head of the Department
Page 46
Thus, the Employees Performance Appraisal form of the comments & remarks from:
i) Appraiser (Supervisor)
ii) Appraisee (Employee/staff)
iii) Head of the Department
iv) Personnel Manager
v) General Manager
In the supervisor’s performance Appraisal form the comments of the appraiser and appraisee are
taken after the remarks from the appraisee himself.
After this the appraisers along with the head of the department comments are also consider.
Then finally, HRD & Personnel/Administration Manager as well as the Senior Vice President
and General Manager gives their comments.
Finally, the Personnel action form is filled up, along with the final comments of the Personnel
Manager and the head of the department.
Thus the supervisor’s Performance Appraisal form consists of the comments and remarks from:
i) Appraisee (Supervisor)
ii) Appraiser
iii) Head of the department
iv) Personnel Manager
v) Senior Vice President & General Manager.
Management Performance Appraisal forms consists of 3 sections.
Section 1 - General Performance Appraisal.

Section 2— Overall Performance Appraisal
Section 3 — Individual Training and Development Plan.
In section of General Performance Appraisal the comments of the Appraise and Appraiser are
taken en several aspects such as
Page 47
Appearance/Grooming
Administrative skills
Quality of responsibility
Leadership qualities etc.
The section of overall performance appraisal considers all aspects of the appraiser’s performance
and achievements which is filled up by the appraiser after considering his as well as appraiser’s
comments on the following scale.
1. Excellent Performance
2. Good Performance
3. Average Performance
4. Unsatisfactory Performance
In the section of Industrial Training and Development Plan the appraisee himself gives the
comments on in which area he needs the training and whether the past has been carried out
successfully. Similarly the appraiser gives comments regarding the training need of appraise.
Finally, the Vice President and General Manager gives their comments. After taking down all the
comments, personal action form is filled up, along with the final comments of the Personal
manager and the General Manager.
The Objectives of Performance Appraisal in Hotel Samrat
Performance Appraisal in Hotel Samrat is done mainly to meet the following objectives:
1. Manpower Planning
2. For creating and maintaining a satisfactory level of performance of employees in the present
job.
3. For identifying training and development needs.
4. For promotion
5. For salary increment
6. To motivate the employees
Page 48
7. To know the feeling of the employees toward the hotel practices and policies and about the
other staff.
Steps taken by the hotel for performance appraisal below standards:
1. Waring letters are given to the employee
2. Termination
3. Increments are held
4. Promotions are held
5. Provide training
6. Counseling is given
Awards for good performance in hotel:

• Monthly Best worker Award Scheme
AIM:
To enhance the performance level and motivate positively their workers for achieving higher
level of guest satisfaction.
SCOPE:
This scheme shall cover all confirmed employees of the hotel.
FEATURES:
1.All employees are judged objectively by Head of Deptt on the following parameters:
• Punctuality
• Grooming
• Work Output and work knowledge
• Adherence to disciplinary norms.
• Excellence in guest service
• Ability to relate and guide colleagues/subordinates
Page 49
• Organizing ability and execution
2.The employees must have made some positive and tangible contribution to his/her deptt.
Procedure for selection;
All HOD’s will nominate person who they think fit and worthy the award along with a write
up on the personality traits of the individual.
All nominations should reach the HR deptt. by 28th of each month in the format provided.
A meeting chaired by the General Manager along with other HOD’s will them choose the
person for the monthly best worker award.
PRIZE:
1. Cash reward of Rs.501
2. Certificate of merit by Managing Director/ General Manager
Annual Best Worker Award:
Features:
All the employees will be judged objectively by Deptt. heads on the following parameters:
▪ Same as that of Monthly Best Worker Award
▪ Organizing Ability and execution
▪ High level of initiative in guest services, positive comments by guests.
▪ High degree of self improvement willingness to learn and improve
▪ Potential for further growth
▪ Employee must have made same tangible contribution to his/her deptts.
Procedure for selection:
The staff selected as Best Employee on monthly basis in one calendar yr ( April- March)
will be entitled to be voted by each concerned deptts as employee of the year.
All nomination should reach the HR deptt by 15th March in the format provided.
Page 50
A meeting Chaired by General Manager along other HOD’s will then choose the person
for the Annual Best Worker Award.
PRIZE:
1. A Return Air Ticket for two to any destination in India with stay for 2 nights and 3
days.
2. Cash reward of Rs. 2001
3. Certificate of Merit by Managing Director/ General Manager
Beach observes
“Actual experience with rating has demonstrated that supervisors will rate their people near the
middle of the spectrum (average) if their bosses put pressure on them to correct the sub-par
performers (or get rid of them) and if they are called upon to really justify an outstanding rating.
In other words, they will follow the path of least resistance because they know that the Big Boss
will question them about those rated low or very high.
Page 51
Chapter 4
RESEARCH METHODOLOGY
Page 52
RESEARCH METHODOLOGY
The data needed for the study is collected from the employees, through questionnaire. Analysis
and interpretation has been done by using the statistical tools and data presented through tables
and charts.
OBJECTIVE:
PRIMARY OBJECTIVE
- The Primary Objective of research is to study the existing Performance Appraisal practice in
HOTEL SAMRAT
SECONDARY OBJECTIVES
- To understand the procedure of Performance Appraisal practice in Hotel Industry.
- To find out that employees are satisfied or not with Performance appraisal.
RESEARCH DESIGN:
The study was based on survey method. The aim of the study is to study the existing
Performance Appraisal practice in HOTEL SAMRAT
Descriptive Research Design:
Descriptive research design studies are those studies, which are concerned with describing the
character of a group.
Page 53
DATA COLLECTION METHODS:
The data collected for the study consists of both primary and secondary data.
Primary Data:
In this study primary data were collected through personnel interview using questionnaire. The
questionnaire was administered to forty Eight employees of HOTEL SAMRAT NEW DELHI
Secondary Data:
Secondary data for this study was collected from.
- Previously published records, research reports and documents.
- Company websites.
SAMPLING DESIGN:
A sample design is a definite plan for obtaining a sample from a given population.
Convenience sampling method used in selected samples.
SAMPLING UNIT:
HOTEL SAMRAT, NEW DELHI
SAMPLING SIZE: 
The sample size of this study is Forty Eight respondent
Page 54
SAMPLING METHODS:
Survey is done by random sampling method.
QUESTIONNAIRE:
Questionnaire containing closed ended questions
TOOLS USED FOR ANALYSIS:
Percentage Analysis, Likert scale are used as statistical tools for the analysis.
GRAPHICAL REPRESENTATION OF DATA:
Graphical Representation tool such as Bar Graphs has been used for the data analysis.
Page 55
Chapter 5
DATA ANALYSIS AND INTERPRETATIONS
Page 56
DATA ANALYSIS AND INTERPRETATION
Analysis is carried out to summarize the data to crystallize the outcome of the survey. In this
manner, it enables the researcher to relate critical points with the objectives of the study. Any
research is meaningful only if the data obtained is synergized systematically to provide
information. The following are the various phases of analysis in which the options of the
respondents have been analyzed and interpreted in detail. Each table is calculated from the
questionnaire which has segregation of employees it based on satisfaction of employees on
whole process
The survey is taken from 48 Employees.
Page 57
Q1. Do You agree with the Existing Performance appraisal ?
Table 1: Analysis 1
S.NO. Option Respondents (%age)
1 Strongly agree 27%
2 Agree 45%
3 Neither agree nor disagree 23%

4 Disagree 5%
5 Strongly disagree 0%
Total 100%
Figure 1: Analysis interpretation 1

50%
37.5%
25%
45%
12.5% 27%
23%
5% 0%
0%
Strongly agree Neither agree nor disagree Strongly disagree
INTERPRETATION:
From the Table 1 and Figure 1, we can infer that 27% of the respondents are Strongly agree
with the existing Performance appraisal.45% are agree and 23% respondents are neither
agree nor disagree.only 5% respondents are disagree with the existing appraisal system and
0% respondents are disagree with existing Performance appraisal.
Page 58
Q2. Do You Agree that the Performance Appraisal is Important in Organization?
Table 2: Analysis 2

2 Agree 6%
4 Disagree 0%
Total 100%

90%
67.5%
45% 88%
22.5%
6% 6% 0% 0%
0%
INTERPRETATION:
From the Table 2 and Figure 2, we can infer that 88% respondents are strongly agree that
the Performance appraisal is important in Organization. 6% respondents are agree on this
statement .6% respondents are neither agree nor disagree and there is no respondents
disagree or strongly disagree on this statements.
Page 59
Q3. Do you Agree with the regular discussions with the supervisor about your
performance and development?
Table 3: Analysis 3
1 Strongly agree 2%
2 Agree 11%
4 Disagree 13%
Total 100%

80%
60%
40%
74%
20%
11% 13%
2% 0%
0%
INTERPRETATION:
From the Table 3 and Figure 3, we can infer that 2% Respondents are strongly agree about
the discussion with supervisor.11% respondents are agree and 74 % respondents are neither
agree or nor disagree with the discussion about development with supervisor.13%
respondents are disagree with this statement.
Page 60
Q4. Do You Agree that Standard of Performance well communicate with you?
Table 4: Analysis 4
S.NO. Option Respondent (%age)
2 Agree 27%
4 Disagree 10%
Total 100%
50%
37.5%
25% 49%
12.5% 27%
11% 10%
3%
0%
INTERPRETATION:
the Performance communication with the employees .27% respondents are agree and 49 %
respondents are neither agree or nor disagree.10% respondents are disagree about this.and
3% respondents are strongly disagree.
Page 61
Q5. Do you Agree With the Regular feedback is provided by Your Organization
on appraisal?
Table 5: Analysis 5
1 Strongly agree 9%
2 Agree 29%
4 Disagree 11%
Total 100%

50%
37.5%
25% 49%
29%
12.5%
9% 11%
2%
0%
INTERPRETATION:
From the Table 5 and Figure 5, we can infer that 9% Respondents are strongly agree with
the regular feedback provided by organization .29% respondents are agree and 49 %
respondents are neither agree or nor disagree.11% respondents are disagree about this.and
2% respondents are strongly disagree about the feedback.
Page 62
Q6. Do you Agree with the Half yearly period of appraisal in your organization?
Table 6: Analysis 6
1 Strongly agree 3%
2 Agree 43%
4 Disagree 2%
Total 100%

50%
37.5%
25% 50%
43%
12.5%
3% 2% 2%
0%
INTERPRETATION:
From the Table 6 and Figure 6, we can infer that 3% Respondents are strongly agree with
appraisal period .43% respondents are agree and 50% respondents are neither agree or nor
disagree. 2% respondents are disagree about half yearly period.and 2% respondents are
strongly disagree.
Page 63
Q7. Do you agree that your supervisor is effective at communicating important
issues that may affect your job?
Table 7: Analysis 7
S.NO. Option Respondents(%age)

2 Agree 20%
4 Disagree 10%
Total 100%

40%
30%
20%
35%
30%
10% 20%
10%
5%
0%
INTERPRETATION:
From the Table 7 and Figure 7, we can infer that 35% Respondents are strongly agree that
supervisor communication is important for effective job .20% respondents are agree and
30% respondents are neither agree or nor disagree.10% respondents are disagree.and 5%
respondents are strongly disagree.
Page 64
Q8. Do you agree with that the appraisal system help in enhancing the
communication between you and your supervisors ?
Table 8: Analysis 8

2 Agree 30%
4 Disagree 35%
Total 100%
40%
30%
20%
35%
30%
10%
16%
11%
8%
0%
INTERPRETATION:
appraisal system help in enhancing the communication between supervisors and
employees.30% respondents are agree with this and 16% respondents are neither agree or
nor disagree.35% respondents are disagree.and 5% respondents are strongly disagree on this
statement .
Page 65
Q9. Do You agree with the reward given by Organization on the bases of
Performance?
Table 9: Analysis 9
2 Agree 59%
4 Disagree 7%
Total 100%
60%
45%
30% 59%
15%
17%
5% 7% 2%
0%
INTERPRETATION:
Reward given on bases of performance.59% respondents are agree with this and 5%
respondents are neither agree or nor disagree.7% respondents are disagree.and only 2%
respondents are strongly disagree on this statement .
Page 66
Q10. Do you agree with the Training , counseling and coaching provided by the
organization after the appraisal are more effective?
Table 10: Analysis 10

2 Agree 20%
4 Disagree 0%
Total 100%

60%
45%
30% 59%
15%
20% 21%
0% 0%
0%
INTERPRETATION:
From the Table 10 and Figure 10, we can infer that 59% Respondents are strongly agree on
objectives provided to the employees.20% respondents are agree and 21% respondents are
neither agree or nor disagree. 0 % respondents are strongly disagree and disagree on
providing training and more objectives
Page 67
Q11. Do you agree with the appraisal given by the appraise is fair ?
1 Strongly agree 0%
2 Agree 30%
4 Disagree 25%

Total 100%

40%
30%
20%
35%
30%
25%
10%
10%
0%
0%
INTERPRETATION:
fair appraisals.30% respondents are agree and 35% respondents are neither agree or nor
disagree. 25% respondents are strongly disagree and 10% respondents are disagree
Page 68
Q12. Do you agree with the Punishment given by the organization ?
S.NO. Option Respondents(%age)
1 Strongly agree 9%
2 Agree 35%
4 Disagree 21%
Total 100%
40%
30%
20%
35% 35%
10% 21%
9%
0%
0%
INTERPRETATION:
punishment suggestion .35% respondents are agree and 35% respondents are neither agree
or nor disagree. 21% respondents are strongly disagree and 0% respondents are disagree
Page 69
Q13. Do you agree that in your organization the appraisal system helps in the
identification of Promotion, salary Increment and Improvement in work
area ?
1 Strongly agree 0%
2 Agree 18%
4 Disagree 30%
Total 100%

60%
45%
30%
52%
15% 30%
18%
0% 0%
0%
INTERPRETATION:
From the Table 13 and Figure 13 we can infer that 0% Respondents are strongly agree on
identification of objectives .18% respondents are agree and 52% respondents are neither
agree or nor disagree. 30% respondents are strongly disagree and 0% respondents are
disagree
Page 70
Q14. Do you agree with the procedure of performance appraisal in your
organization?

2 Agree 45%
4 Disagree 5%
Total 100%

50%
37.5%
25%
45%
12.5% 27%
23%
5% 0%
0%
INTERPRETATION
From the Table 14 and Figure 14 we can infer that 27% Respondents are strongly agree on
procedure of performance appraisal .45% respondents are agree and 23% respondents are
neither agree or nor disagree. 5% respondents are strongly disagree and 0% respondents are
disagree
Page 71
Chapter 6
FINDINGS , SUGGESTIONS AND CONCLUSIONS
Page 72
FINDINGS
- Majority of the Employees are well aware with the existing Performance Appraisal
System.
- Mostly respondents are strongly agree with the Performance Appraisal is important in
organization.
- Mostly employees are neither agree or nor disagree about the discussions with the
supervisor about performance and development.
- Majority of the respondent neutral satisfied with the performance well communicate to
them.
- Majority of the respondents are neither agree nor disagree with the they didn't get feedback
on appraisal.
- Majority of the employees agree on that the Performance Appraisal doesn't enhance
communication between employees and supervisor.
- Performance Appraisal in this hotels is calculated half yearly.
- Mostly the employees are satisfied with the existing Appraisal System and there is no such
disadvantage in the systems they are following.
- Majority of the respondents are satisfied about Training given after the Appraisal measure.
- Majority of the respondents are satisfied with the appraisal system.
- Majority of respondents says that punishment is a important part of appraisal
- After the performance appraisal measure rewards are given by the organization
Page 73
CONCLUSIONS
From the study it is identified that the most of the employees are satisfied with the Present
Appraisal system. Rewards & training are given on the bases of appraisal. employees sees
Performance Appraisal as a tool of salary increment and improvement & development in work
area. but still 30% respondents found that proper discussion & feedback about the performance
appraisal are not given , there is no well communication between employees and supervisors.
Overall, employees are satisfied with the Present Appraisal system.
Page 74
SUGESSTIONS
In SAMRAT HOTEL the system is effectively carried out and hotel need to make some
important changes in it so as to carry its appraisal system more beneficially for the organization.
some of my suggestions are;
- Management should provide proper feedback to the employees.

- There should be a proper communication between employees and supervisors.
- The company’s rules, policies, regulation especially those regarding performance should be
made very clear to all employees.
Page 75
Chapter 7
EXPECTED CONTRIBUTION FROM THE STUDY AND

FUTURE SCOPE
Page 76
FUTURE SCOPE
This research study the existing Performance Appraisal practice in HOTEL SAMRAT
The future scope of study it will help to give proper feedback and discussion with the employees.
and can help to improve communication between employees and supervisors.This is the
beneficial for the organization to improve these things.
however, this can also form a basis of a secondary study of similar nature conducted on a
large ,nationwide scale.
Page 77
BIBLIOGRAPHY & REFERENCES
Page 78
BIBLIOGRAPHY
BOOKS:-
➢ Personnel Management (Management of HR)
Dr. C.B. Mamoria
➢ Performance Appraisal System
Archer North
➢ Annual Report
Hotel Samrat
➢ Human Resource Management
N.K. Singh
➢ Human Resource Management
Dr. C.B. Gupta
WEBSITES:-
➢ www.humanresources.about.com
➢ www.theashokgroup.com
➢ https://www.sumhr.com/top-performance-appraisal-methods-startups-small-businesses/
➢ https://www.slideshare.net/ParasDhingra/performance-appraisal-in-hotel-industry-raviraj
➢ http://www.theashokgroup.com/index.php?option=com_circulars&view=details&mid=1
➢ http://www.theashok.com
➢ https://en.wikipedia.org/wiki/Ashok_Group
Page 79
QUESTIONNAIRE
AGE ———— GENDER———
DESIGNATION—— EXPERIENCE( in hotel samrat)————
Q1. Do You agree with the Existing Performance appraisal ?

(i) Strongly agree
(ii) Agree
(iii) Neither agree nor disagree
(iv) Disagree
(v) Strongly disagree
Q2. Do You Agree that the Performance Appraisal is Important in Organization?

(i) Strongly agree
(ii) Agree
(iv) Disagree
Q3. Do you Agree with the regular discussions with the supervisor about your
performance and development?
(i) Strongly agree
(ii) Agree
(iv) Disagree
Page 80
Q4. Do You Agree that Standard of Performance well communicate with you?
(i) Strongly agree
(ii) Agree
(iv) Disagree
Q5. Do you Agree With the Regular feedback is provided by Your Organization
on appraisal?
(i) Strongly agree
(ii) Agree
(iv) Disagree
Q6. Do you Agree with the Half yearly period of appraisal in your organization?
(i) Strongly agree
(ii) Agree
(iv) Disagree
Q7. Do you agree that your supervisor is effective at communicating important

issues that may affect your job?
(i) Strongly agree
(ii) Agree
(iv) Disagree
Page 81
Q8. Do you agree with that the appraisal system help in enhancing the
communication between you and your supervisors ?
i) Strongly agree
ii) Agree
iii) Neither agree nor disagree
iv) Disagree
v) Strongly disagree
Q9. Do You agree with the reward given by Organization on the bases of
Performance?
i) Strongly agree
ii) Agree
iv) Disagree
Q10. Do you agree with the Training , counseling and coaching provided by the
organization after the appraisal are more effective?
i) Strongly agree
ii) Agree
iv) Disagree
Q11. Do you agree with the appraisal given by the appraise is fair ?
i) Strongly agree
Page 82
ii) Agree
iv) Disagree
Q12. Do you agree with the Punishment given by the organization ?

i) Strongly agree
ii) Agree
iv) Disagree
Q13. Do you agree that in your organization the appraisal system helps in the
identification of Promotion, salary Increment and Improvement in work
area ?
i) Strongly agree
ii) Agree
iv) Disagree
Q14. Do you agree with the procedure of performance appraisal in your

organization?
i) Strongly agree
ii) Agree
iv) Disagree
Page 83
Page 84

Dissertation Project Report: "A Study On Employees Satisfaction On Performance Appraisal in Hotel SAMRAT"

Uploaded by

Document Informationclick to expand document information

Copyright:

Available Formats

Dissertation Project Report: "A Study On Employees Satisfaction On Performance Appraisal in Hotel SAMRAT"

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Dissertation Project Report: "A Study On Employees Satisfaction On Performance Appraisal in Hotel SAMRAT"

Uploaded by

Copyright:

Available Formats

DISSERTATION PROJECT REPORT

“A Study on Employees satisfaction on performance appraisal in

A Dissertation Project report submitted in Partial Fulfillment of award of

ANSAL SCHOOL OF MANAGEMENT

DR. PUJA CHHABRA POOJA DESWAL

Dissertation Project Guide

Introduction to the hotel Industry………………………………………………………11-19

Objectives of the study………………………………………………………………………..21

Human Resource management………………………………………………………………..24

Performance Appraisal in Hotel Samrat………………………………………………………47

Data Analysis & Interpretations………………………………………………………57-82

Data Analysis process………………………………………………………….……………..57

Detail Analysis & Inferences………………………………………………………………58-71

Finding , Conclusion & Suggestions…………………………………………………….72-75

Performance appraisals are regular reviews of employee performance within organizations.

• Give feedback on performance to employees.

• Identify employee training needs.

• Form a basis for personnel decisions: salary increases, promotions, disciplinary

• Provide the opportunity for organizational diagnosis and development.

• Facilitate communication between employee and administration

Performance appraisal rates the employees in terms of their performance. Performance

Life is Service- is the motto of successful Hotel Men.

In Hotel industry the employees are usually taught to

- Push Sales - Maintain high standards

Undoubtedly, just as an unsatisfied customer is a definite loss in potential revenue, a satisfied

Importance of HRM in hotel industry

Overview of the HOTEL

INTRODUCTION TO THE ORGANIZATION

India Tourism Development Corporation (ITDC) was established in 1966 as an autonomous

Hotel Ashok Hotel Indraprastha Hotel Janpath

Hotel Kanishka Hotel Ranjit Hotel Samrat

Food and Entertainment

DINNING & ENTERTAINMENT

▪ Red Chilli 24 Hours Multicuisine Coffee Shop

☑ Kautilya Hall – Designed to accommodate 300 delegates.

OBJECTIVE, SCOPE & LIMITATIONS OF THE STUDY

- To understand the procedure of Performance Appraisal practice in Hotel Industry.

SCOPE OF THE STUDY

A HR development is basically depends upon Performance Appraisal and training and

THEORTICAL PERSPECTIVE / CONCEPTUAL

1.2 Performance Appraisal

Performance appraisal means systematic evaluation of the personality and performance of

✓ Performance appraisal is a process.

during the term of his job.

✓The main objective of the appraisal is to evaluate employee's performance fairly. It

✓• To appraise to what extent the employee fulfils his duties

✓• To qualify level of the employee's performance

✓• To appraise if the employee does his/her best at work

✓• To formulate development of the employee

✓• To recommend the employee's transfer to more/less exacting work place

these partial objectives belong

• To improve the employee's performance

• To gain information about the employee's opinions, values

• To identify suitable candidates to be promoted

• To identify educational needs

• To identify how to improve relationship between management of the company and

the other employees

• To discuss work issues with the employee

• Give feedback on performance to employees.  

• Identify employee training needs.  

• Provide the opportunity for organizational diagnosis and development.  

✓ Performance appraisal is a process. 

during the term of his job. 