THE PEERLESS INN

Durgapur
“PERFORMANCE APPRAISAL SYSTEM”
With Reference to
THE PEERLESS INN, Durgapur

Submitted By:
MOULI MUKHERJEE
MBA (2018-2020)
Registration No-
Under The Guidance Of :
Mr. Tirthankar Chatterjee (HR Manager)

NSHM Business School, Durgapur

( Affiliated to MAKAUT)
 DECLARATION

I,Mouli Mukherjee Student of M.B.A NSHM Knowledge Campus, Durgapur

hereby declare that the Project Report on
HUMAN RESOURCE MANAGEMENT (Performance Apraisal)
is been result of my own work and has been carried out under supervision of guide for the
partial fulfillment of requirement for degree of
Master’s Of Business Adminitration

I declare that this submitted work is done solely by me and the empirical findings in this
project report are not copied from any other report and are true and best of my knowledge.

I also declare that all the information collected from various secondary sources has been duly
acknowledged in this project report.
DATE : 22.08.19
 ACKNOWLEDGEMENT

With immense please I am presenting “ Human Resource Project on Performance

Appraisal ” as a part of the curriculum of ‘Masters Of Business Management’. We wish to
thank all the people who gave us unending support.

This dissertation would not have been possible without the guidance and the help of
several individuals who in one way or another contributed and extended their valuable
assistance in the preparation and completion of this study.

I would like to express my gratitude to NSHM Knowledge Campus, Durgapur for

including internship program as a credit course which has provided an opportunity to
gain practical working experience in the organization.

My sincere gratitude to Mr. Tirthankar Chatterjee, Human Resource Department for

giving me a chance to do my internship in this organization and for devoting time from
his busy schedule and explaining how work is being done in HRD and assigning me with
various tasks during these 8 weeks of internship period.
I would also like to extend special thanks to the entire staff for their full co-operation,
guidance and support during my internship.

A special thanks to my parents who are integral art of this project.

Sincerely,
Mouli Mukherjee
 CONTENTS
CHAPTER - I Page No

➢ INTRODUCTION 5

➢ NEED FOR STUDY 8

➢ IMPORTANCE OF THE STUDY 9

➢ OBJECTIVES OF THE STUDY 10

➢ METHODOLOGY 11

CHAPTER - II
➢ INDUSTRIAL PROFILE 12

CHAPTER - III
➢ COMPANY PROFILE 13-16

CHAPTER - IV
➢ CONCEPT OF PERFORMANCE APPRAISAL SYSTEM 17-39

CHAPTER - V
➢ FINDINGS 40

➢ SUGGESTION 41

➢ CONCLUSION 42

❖ SUMMARY OF PROJECT REPORT 43

❖ BIBLIOGRAPHY 44

❖ ANNEXURES
 Chapter - I

INTRODUCTION

Human Resources Management:

Human Resource Management (HRM) is the function within an
organization that focuses on recruitment of, management of, and providing
direction for the people who work in the organization. Human Resource
Management can also be performed by line managers.
Human Resource Management is the organizational function
that deals with issues related to people such as compensation, hiring,
performance management, organization development, safety, wellness,
benefits, employee motivation, communication, administration, and
training.
The terms "human resource management" and "human resources" (HR)
have largely replaced the term "personnel management" as a description of
the processes involved in managing people in organizations. In simple
words, HRM means employing people, developing their capacities, utilizing,
maintaining and compensating their services in tune with the job and
organizational requirement.
 HR Managers today are focusing attention on the following:
• Policies- HR policies based on trust, openness, equity and consensus.
• Motivation- Create condition in which people are willing to work with zeal, initiative
and enthusiasm; make people feel like winners.
• Relations- Fair treatment of people and prompt redress of grievances would pave the
way for healthy work place relations.
• Chang agent- Prepare workers to accept technological changes by clarifying doubts.
• Quality consciousness- Commitment to quality in all aspects of personnel
administration will ensure success.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

• Planning
• Organizing
• Directing
• Controlling
PLANNING
Planning helps establish the best procedures to reach the goals. Further, some effective
managers devote a substantial part of their time to planning.

With respect to the human resource department, planning involves determining the personnel
programs that can contribute to achieving the organization’s goals.

These programs include anticipating the hiring needs of the organization, planning job require
descriptions, and determining the sources of recruitment.
Organizing :

After the human resource manager establishes the objectives and develops plans and programs
to achieve them, he needs to design and develop the organization’s structure to carry out the
different operations. Developing the organization’s structure includes:

• Grouping of personnel activity into functions or positions

• Assigning different groups of activities to different individuals
• Delegating authority according to the tasks assigned and responsibilities involved
• Coordinating activities of different employees

DIRECTING

The directing functions of HRM involve encouraging people to work willingly and efficiently
to achieve the goals of the organization. In simpler words, the directing functions of HRM
entail guiding and motivating people to accomplish the personnel programs.

The HRM can motivate the employees through career planning and salary administration by
boosting the employee’s morale, developing relationships, providing safety requirements, and
looking after the welfare of employees.

CONTROLLING
Controlling is all about regulating activities in accordance with the plans formulated based on
the objectives of the organization. This is the fourth function of the HRM and completes the
cycle. In this, the manager observes and subsequently compares the results with the standards.
 PERFORMANCE APPRAISAL SYSTEM

Performance appraisal refers to all the formal procedures used to

evaluate an individual, his contributions and potential. In other words, it
is to plan and measure the performance of an individual in terms of the
requirement of the job or it is a process of finding out how effective the
organization has been at hiring and placing an employee.

Performance appraisal is a formal system of review and evaluation of

individual or team task performance. While evaluation of team
performance is critical when teams exist in an organization, the focus of
performance appraisal in most firms remains on the individual
employees. Regardless of the emphasis, an effective appraisal evaluates
accomplishments and initiates plans for development, goals and
objectives.

NEED FOR THE STUDY:

✓ Appraising the performance of individuals, groups and organizations is a common

practice of all societies. While in some instances these appraisal processes are
structured and formally sanctioned, in other instances they are an informal and
integral part of daily activities.

✓ Performance appraisal is essential to understand and improve the employee's

performance through HRD. In fact, performance appraisal is the basis fore HRD.

✓ Performance appraisal was useful to decide upon employee promotion.

✓ Performance appraisal is the basis for employee development.

✓ Performance appraisal indicates the level of desired performance level, level of
actual performance and the gap between these two. This gap should be bridged
through human resources development techniques like training executive
development etc.
 Importance of the study

• Personal Attention- During a performance appraisal review, a supervisor and

an employee discuss the employee's strengths and weaknesses. This gives the
employee individual face time with the supervisor and a chance to address
personal concerns.
• Feedback Employees- need to know when their job duties are being fulfilled
and when there are issues with their work performance. Managers should
schedule this communication on a regular basis.
• Career Path - Performance appraisals allow employees and supervisors to
discuss goals that must be met to advance within the company. This can include
identifying skills that must be acquired, areas in which one must improve, and
educational courses that must be completed.
• Employee Accountability - When employees know there will be regularly
scheduled evaluations, they realize that they are accountable for their job
performance.
• It minimizes the communication gap between the employer and employee.
• Promotion is given to an employee on the basis of performance appraisal.
• The training needs of an employee can be identified through performance
appraisal
• Performance appraisal helps the management to take decision about the salary
increase of an employee.
 Objectives of the study

▪ To study the need and importance of “Performance Appraisal”.

▪ The main objective of performance appraisals is to measure and improve
the performance of employees and increase their future potential and value
to the company.
▪ To identify the strengths and weakness of employees to place right men on
right job.
▪ To provide a feedback to employees regarding their performance and
related status.
▪ To maintain and assess the potential present in a person for further growth
and development.
▪ To maintain records in order to determine compensation packages, wage
structure, salaries raises etc.
 Methodology
After the objective of the study has clearly stated, the next step in formal research project is
to determine the source from which the data is required to be collected. The data collection is
an interesting aspect of the study achieving data effectively the information consists of two
types of data. The diagram is as follows:
Data collections:
a)Primary data:
The primary data are those, which are collected freshly and for the first time, from the
employees directly. It is collected through the following methods.
1. Questionnaire: A structure of questionnaire was prepared and distributed among
the employees & workers.
2. Observation: By observing the working environment.
The data on the required information is collected from actual persons using the
product/services. This data is more suited for the objectives of the project.

b)Secondary data:
The secondary data are those which have already been collected by someone or else which
have been passed through statistical process. Sources of secondary data can be categorized
into two broad categories named published and unpublished statistics. Various sources are
available namely books, synergies monthly books etc. and also collected from various files,
records and synergies casting Ltd.
 Chapter- II
INDUSTRIAL PROFILE
Tourism Industry is the oversight of all activities related to the tourism and hospitality
industries.
Tourism, or the idea of people travelling to destinations away from their home for business
or pleasure, is a growing field with many opportunities. For tourism professionals, these
opportunities include work in the facilities where tourists stay as well as employment in the
activities tourists undertake during these trips. People embark on tourism for all kinds of
reasons: to relax, to visit family, to take in new cultures, and as part of business and
professional outings. As an industry, tourism is important to development, growth, and
economic potential.
HOTEL INDUSTRY
A hotel is an establishment that provides paid lodging on a short-term basis. The provision
of basic accommodation, in times past, consisting only of a room with a bed, a cupboard, a
small table and a washstand has largely been replaced by rooms with modern facilities,
including en-suite bathrooms and air conditioning or climate control. Additional common
features found in hotel rooms are a telephone, an alarm clock, a television and internet
connectivity; snack foods and drinks may be supplied in a minibar and facilities for making
hot drinks. Large hotels may provide a number of additional guest facilities such as a
restaurant, a swimming pool or a childcare, and have conference and social function services.
Classification of hotels and target audience: Classification is based on many criteria and
classifying hotels into different types is not an easy task. The hotel industry is so vast that
many hotels do not fit into single well-defined category. Industry can be classified in various
ways, based on location, size of property etc.
Increased tourist movement of hotel industry
Increased FTAs and tourist movement within the country has aided growth in the hospitality
industry. Healthy corporate profits and higher disposable incomes with easier access to
finance have driven the rise in leisure and business tourism, thus having a positive impact on
the hospitality industry.

Economic growth
India is one of the fastest growing economies in the world. It recorded healthy growth in the
past few years, at more than 9% each during FY06-FY08. Despite the global economic
slowdown, the Indian economy clocked growth of 6.7% and 7.4% in FY09 and FY10
respectively. Attractiveness of India has encouraged foreign players to set up their
operational facilities in the country. Domestic industries have also made heavy investments
to expand their facilities through Greenfield and Brownfield projects.
Chapter – III
COMPANY PROFILE

THE PEERLESS INN DURGAPUR

(A UNIT OF Kaizen hotels &resorts limited)
Kaizen Hotels & Resorts Limited is a Non-govt company, incorporated on 16 Jul, 1987. It's a
public unlisted company and is classified as 'company limited by shares'. Kaizen Hotels &
Resorts Limited is majorly in Trading business from last 32 years and currently, company
operations are active. Current board members & directors are KUNAL SEN, JAYANTA
ROY, PATIT PABAN RAY, DEBASREE ROY, SHIKHA ROY, BHARGAB LAHIRI,
SUNIL KANTI ROY, SAMAR BHATTACHARYYA and TARUN KUMAR MAITY.
Company is registered in Kolkata (West Bengal) Registrar Office. Kaizen Hotels & Resorts
Limited registered address is 12, J.L.NEHRU ROAD KOLKATA WB 700013 IN.
 MISSION AND VISION OF
KAIZEN HOTELS & RESORTS LIMITED

VISION
MISSION
To beconsistent in the promotion
With its reach legacy and unique
of excellence and striving to be
sense of history and culture, The
recognized by the high product
Peerless Group of Hotels devotes
quality standards. To achieve the
itself in creating enduring
best in class status by combining
relationships with their guests and
the tradition of the local
members,by providing highly
communities with exceptional
personalized services in an elegant
service while being approachable
atmosphere and the warmth of
and dedicated in seeking to
comfort.
deliver luxury with a difference.

A warm welcome to the Peerless Inn Durgapur…….

INTRODUCTION TO THE COMPANY
The Peerless Inn Durgapur is located in Shahid Khudiram Sarani in City
Center of Durgapur. The Durgapur railway station is about 7-8 kilometers away.
You can select from 108 spacious and contemporarily designed rooms
categorized into Deluxe, Premium and Suites. Each room is elegantly furnished
and outfitted with amenities such as internet data port, satellite television, tea and
coffee maker -in all rooms, direct dial telephone and bath with toiletries. To top it
all, your room is attended to a round the clock room service.
 ORGANIZATIONAL STRUCTURE

ORGANIZATIONAL DESIGN :

Organizing, the process of structuring human and physical resources in order to accomplish
organizational objectives, involves dividing tasks into jobs, specifying the appropriate
department for each job, deter-mining the optimum number of jobs in each department, and
dele-gating authority within and among departments. One of the most critical challenges
facing lodging managers today is the development of a responsive organizational structure
that is committed to quality.

1. The framework of jobs and departments that make up any organization must be directed
toward achieving the organization’s objectives. In other words, the structure of a lodging
business must be consistent with its strategy.
2. Managers give structure to a hotel and lodging through job specialization, organization,
and establishment of patterns of authority and span of control.
 PROFILE OF THE HOTEL

COMPANY NAME: THE PEERLESS INN

LOCATION: DURGAPUR
INDUSTRY: TOURISM & HOSPITILITY
ADDRESS: SHAHID KHUDIRAM SARANI,
DURGAPUR, WEST BENGAL
HEADQUARTERS: 12 J. L. Nehru Path, KOLKATA, WB
AREA SERVED: INDIA
PRODUCTS: Room cum Bar cum Restaurant.
OWNER: PEERLESS GROUP
WEBSITE: WWW.kaizenhotels.CO.IN
CONTACT NO:
EMPLOYEE NO: 124
ROOM NO: 108
UNIT HEAD: SHANTANU RANJAN PAL(G.M.)
 Chapter- IV
PERFORMANCE APPRAISAL
CONCEPT OF PERFORMANCE APPRAISAL SYSTEM

Introduction:

Appraising the performance of individuals, groups and organizations is a common practice

of all societies. While in some instances these appraisal processes are structured and formally
sanctioned, in other instances they are an informal and integral part of daily activities. Thus,
teachers evaluate the performance of students, bankers evaluate the performance of creditors,
parents evaluate the behaviour of their children, and all of us, consciously or unconsciously
evaluate our "own actions from time to time. In social interactions, performance is conducted
in a systematic and planned manner to achieve widespread popularity in recent years.

Meaning:

Performance appraisal is a method of evaluating the behavior of employees in the work

spot, normally including both the quantitative and qualitative aspects of hob performance.
Performance here refers to the degree of accomplishment of the tasks that make up an
individual's job. It indicates how well an individual is fulfilling the job demands. Often the
term is confused with effort, but performance is always measured in terms of results and not
efforts.

1. Performance appraisal is the systematic description of an employee's job- relevant

strengths and
weaknesses.
2. The basic purpose is to find out how well the employee is performing the job and establish
a plan of improvement.
3.Appraisals are arranged periodically according to a definite plan.
4. Performance appraisal is not job evaluation. Performance appraisal refers to how well
someone is
doing the assigned job. Job evaluation determines how much a job is worth to the
organization and,
therefore, what range of pay should be assigned to the job.
 USE OF PERFORMANCE APPRAISAL

• Performance appraisal is helpful in assessing a firms human resources data must be

available that describe the promobility and potential of all employees.

• A well designed appraisal system provides a profile of the organization's human

resource strengths and weaknesses to support this effort.

o Performance evaluation ratings may be helpful in predicting the performance of job

applicants.

o Performance appraisal will point out employee specific needs for training and
development.

o Performance appraisal will point out employee specific needs for training and
development.

o Performance appraisal results provide a basis for rational decisions regarding

compensation programmes.

o Performance appraisal data are also frequently used for decisions in several areas of
internal employee relations, including promotion, demotion, termination, lay-off. and
transfer.

O Performance appraisal is useful in assessment of employee potential.

 OBJECTIVES OF PERFORMANCE APPRAISAL:

Performance appraisal aims at attaining the different objectives, they are

1. To create and maintain a satisfactory level of performance.

2. To contribute to the employee growth and development through training, self and
management development programmes.
3. To help the superiors to have a proper understanding about their subordinates
4. To facilitate fair and equitable compensation based on performance.
5. To facilitate for testing and validating selection tests, interview techniques through
comparing their scores with performance appraisal ranks.
6. To provide information for making decisions regarding lay off, retrenchment etc.
7. To ensure organizational effectiveness through correcting employee for standard and
improved performance, and suggesting the change in employee behavior.

Performance appraisal is a nine-step process:

1. Establish performance standards.

2. Communicate standards/expectations to employee.
3. Measure actual performance due to the environment influences.
4. Adjust the actual performance due to the environmental influences.
5. Compare the adjusted performance what that of others and previous.
6. Compare the actual performance with standards and find out deviations, if any.
7. Communicate the actual performance to the employee concerned.
8. Suggest changes in job analysis and standard, if necessary.
9. Follow-up performance appraisal report.
 USUAL STEPS ARE AS FOLLOWS :

Plan the performance

Determine responsibility for appraisal period

Examine work performed

Appraise the result

Conduct appraise interview and determine the goals for next period

Methods of performance appraisal

Traditional method :
Essay comparison method: This method also known as “free form method” involves a
description of the performance of an employee by his superior.
Critical incidents method: In this method of performance appraisal, the evaluator rates the
employee on the basis of critical events and how the employee behaved during those
incidents. It includes negative and positive points.
Paired comparison method: This is a better technique of comparison then the straight
ranking method. This method compares each employee with all others in the group, one at
time. After all the comparisons on the basis of the overall comparisons, the employees are
given the final ranking.
Checklist method: The rater is given a checklist of the descriptions of the behaviour of the
employees on the job. The checklists contains a list of statements on the basis of which the
rater describes on the job performance of the employees.
Graphic rating scale: In this method, an employees quality and quantity of work is assessed
in a graphic scale indicating different degrees of a particular trait. The factors taken into
consideration include both the personal characteristics related to on the job performance of
the employees.
Straight ranking method: This the oldest and simplest techniques of performance
appraisal. In this method, the appraiser ranks the employees from the best to the poorest on
the basis of their overall performance. It is quite useful for a comparative evaluation.
Modern methods:
Assessment centres: An assessment centre typically involves the use of methods like
social/informal events, tests and exercise, assignments being given to a group of employees
to assess their competencies to take higher responsibilities to take higher responsibilities in
the future. Generally, employees are given an assignment similar to the job they would be
expected to perform if promoted. The trained evaluators observe and evaluate employees as
they perform the assigned jobs and are evaluated on job related characteristics. The major
competencies that are judged in assessment centres are interpersonal skills, intellectual
capability, planning and organizing capabilities, motivation, career orientation etc.
Assessment centres are also an effective way to determine the training and development
needs of the targeted employees.
Behaviourally Anchored Rating Scale: BARS is a relatively new technique which
combines the graphic rating scale and critical incidents method. It consists of predetermined
critical areas of job performance or sets of behavioural statements describing important job
performance qualities as good or bad. These statements are developed from critical incidents.
In this method, an employee’s actual job behaviour is judged against the desired behaviour
by recording and comparing the behaviour with BARS. Developing and practicing BARS
requires expert knowledge.
360 degree feedback: It’s also known as ‘multi-rater-feedback’is the most comprehensive
appraisal where the feedback about the employees performance comes from all the sources
that come in contact with the employee on his job.
Management by objectives: In this performance appraisal method the supervisor and the
employee get together to set objectives in quantifiable terms. The appraisal method has
worked to eliminate communication problems by the establishment of regular meetings,
emphasizing results, and by being an ongoing process where new objectives have been
established and old objectives had been modified as necessary in light of changed conditions.
 [SAMPLE COPY (1) OF PERFORMACE APPRASIAL, CATEGORY WISE]

The Peerless Inn- Durgapur

A UNIT OF KAIZEN HOTELS & RESORTS LIMITED
A 3* Classified Hotel

Junior Employees Performance Appraisal

[While giving answer use blue colour]

PERIOD OF APPRAISAL

Quarter Ending : __MAR-2019______________________

Year Ending : _2018-2019__________________________________

Other : ____________________________

NAME OF EMPLOYEE : _____MR. x___________________

DEPARTMENT : _____FOOD_AND BEVAREGE_________________

DESIGNATION : ___________WAITER___________________________

NAME OF APPRAISER : ___MR.Y_________________________________

DESIGNATION : ____EXECUTIVE OFFICER F&B___________________

ATTENDENCE RECORD

Total no of working day : ______300_________

Days present : ___294________________

Leave taken : ___________6__________

Absence without prior

Completion of leave
Formalities : _____________________

KINDLY CIRCLE THE APPROPRIATE SCORE

i) DISCIPLINE

1. ATTENDENCE
During this period your attendance has been

a. Over 95% [15]

b. 90%-95% [10]
c. 80%-90% [5]
d. Below 80% [-5]
 2. PUNCTUALITY

a. You are consistently found present at the workplace [15]

as per duty schedule.

b. You sometimes leave early /report late but with [10]

prior permission.

c. You sometimes leave early / report late but without [5]

prior permission.

d. You consistently report late to / leave early from the [-5]

Workplace

3. GROMMING

a. You are consistently well-groomed, as per grooming [10]

standards communicated.

b. You are satisfactorily groomed, however need to improve [5]

on ______________________________________________________________

c. You are well-groomed require improvement in ____________ [0]

________________________________&________________________________Poor
grooming standards

ii) TECHNICAL

1. KNOWLEDGE

a. Your job knowledge exceeds expectations [10]

b. You have adequate job knowledge [5]

c. You have a fair amount of knowledge require specific [0]

inputs in__________________________________________________

d. Your job knowledge is inadequate, needs improvement [-5]

in all major areas.
SKILL

a. You are quick and efficient in performing specialised and [20]

routine tasks.

b. You are efficient in performing most specialised and [5]

Routine tasks need to improve speed

c. You particularly need to improve skills in [5]

________________________________________________________

d. You need extensive inputs and practice in performing [-5]

specialised tasks.

2. QUALITY RESULTS PRODUCED

a. You consistently produced accurate, through and neat [20]

work always adhere to deadlines.

b. You usually meet prescribed standards and deadlines [10]

 in work.

c. Your work is usually acceptable requires occasional [5]

supervision and reminders on deadlines.

d. You are slipshod in work ignorant of deadlines work [-5]

Often requires re-doing.

iii) ATTITUDE

1. INITIATIVE

a. You are self-starter eager to perform tasks and take [10]

on new responsibilities.

b. You occasionally take initiative and show interest in [5]

performing new tasks.

c. You complete assigned tasks wait for new tasks to [0]

be banded down.

d. You need burdened with tasks, need to be guided [-5]

/ prodded.

2. TEAMWORK

a. You cooperate and co-ordinate well with the team are [15]
Willing to accept different points of view without
compromising on quality and quantity of the job

You cooperate at all times but lack in communication skills [10]

b. You are willing to cooperate as long as personal view [5]

points are not challenged.

c. You cooperate grudgingly quarrel and are argumentative [-5]

3. ATTITUDE TOWARDS SENIORS

a. You show respect and feel accountable towards seniors [15]

b. You show respect but sometimes tend to question their [10]

authority unreasonably.

c. You show lack of respect towards your seniors and [5]

their authority.

d. You are defiant insubordinate and indifferent towards [-5]

Instructions from seniors.

4. LEADERSHIP

a. You accept responsibility display potential judgement and [10]

resourcefulness in getting tasks accomplished.

b. You are fairly adept at getting work done but require some [5]
amount of guidance.

c. You are self-motivated but are unable to generate group [0]

effort.
 d. You have low ability to accomplish result through people [-5]

5. COMMITMENT TO WORK

a. You are consecutions in your approach to work and [15]

responsibilities.

b. You keep good schedule of work / stick to workplace [10]

quality and time criteria.

c. You need reminding from time to time, eager to improve. [5]

d. You are indifferent waster time and leave the place of [-5]
Work at intervals.

COMMITMENT TO TRAINING

a. You show keen interest in learning and apply well [15]

knowledge attained on a continuous basis.

b. You are keen on self-development but application in[10]

operations is limited.

c. You are eager to learn but are not self-motivated. [5]

d. You show little interest in training and increasing [-5]

knowledge.

6. COST CONSCIOUSNESS

a. You take initiative in morning and reducing costs [15]

in tasks allotted.

b. You show a fair degree of cost consciousness only [10]

in tasks allotted.

c. You require guidance and control in cost consciousness. [5]

d. You are not concerned about costs. [-5]

7. SAFETY CONSCIOUSNESS

a. You take initiative with colleagues and team in adopting [15]

consistent and regular safety precautions.

b. You personally adopt consistent and regular safety [10]

precautions.

c. You require supervision to ensure adherence to [5]

safety precautions.

d. You are negligent in following safety precautions. [-5]

TOTAL SCORE=____________175__________/200=________87.5______________%
APPRAISEE’S COMMITMENT FOR THE FOLLOWING YEAR: GOOD PERFORMANCE

TRAINING NEEDS AS IDENTIFIED BY APPRAISER:

YES…… FOR BETTER PERFORMANCE

APPRAISER’S RECOMMENDATIONS:

a. Training to be continued for_________1________________ months. [ ]

b. May be promoted. [ ]
c. Services to be continued [ ]

.MR. X MR. Y
Signature of Employee Signature
 [SAMPLE COPY (2) OF PERFORMACE APPRASIAL, CATEGORY WISE]

The Peerless Inn- Durgapur

A UNIT OF KAIZEN HOTELS & RESORTS LIMITED
A 3* Classified Hotel

Executive / Supervisor Performance Appraisal

Name: Sudip Das

Designation:Captain

Joining Date:01.07.2005

Reporting To : Name : : Santanu Mondal

Designation::F&B (HOD)
Appraisal Date: :30.04.2006

Appraisors Signature: (After Appraisal) :

Apporaisors Overall Comments: He is definitely an above-average, outstanding employee. With focus

on areas needing improvement, performance could be at the highest level in all areas.

Appraisee’s Signature: (After Appraisal) :

1. List Areas of Major Accountability

i. To develop restaurant sales through setting high standards of service to
guests .

ii. To handle guest complaints and ensure guest satisfaction through

immediate action.

iii. To plan the staff duty roster with the approval of the manager in charge
a) .

1. What were your 3 main goals for the period under review?

a. To give the customer high quality service.

b. Monitoring and ensuring F&B service operations are running smoothly

c. Employee development.

3. To what extent were you able to achieve the above?

4.What constraints did you encounter in achieving your goals?

5.How can SPPH / Your manager assist you in achieving your goals?

a. Regularly discuss my career development and motivate

b. Provide a career coaching programme.

6.Do you want additional responsibility at this point in time?

Yes No

What responsibility?

Yes……… I accept any responsibility

7.What were your 3 main goals for the next review period?

i) ) Maintain a safe work environment..

ii) Highest quality products are being serve

8.Action Plain for next review period :

 REVIEW

Rating: A=EXCELLENT, B= VERY GOOD, C=FAIR, D=POOR, N/A= NOT APPLICABLE

SL NO REVIEW PARAMETERS RATING COMMENTS (IF ANY)

1 JOB KNOWLEDGE / PROFESSIONAL A Through experience and
COMPETENCE ongoing education, I bring a
high level of marketing skills
to the job and keep pace
with trends to continuously
improve marketing efforts.
2 PRODUCTIVITY B All memos, reports, forms and
correspondence are
completed on time with no
errors.
3 ACHIEVIANG GIVEN TARGETS A

4 REVENUE ENHANCEMENT C This was a very high goal!

According to results it is fairly
high.
5 COST CONTROL B

6 DECISION MAKING & JUDGEMENT A Always offers ideas to solve

problems based on good
information and sound
judgment.
7 PROBLEM SOLVING ABILITY A

8 CLIENT HANDLING A

9 SUBORDINATE HANDLING B

10 COMMUNICATION SKILLS B

11 TEAM WORK B In my eagerness to complete

work on a timely basis and
well, I sometimes am not the
best team player. I also realize
that I often need to obey my
supervisors suggestion.
12 SELF MOTIVATION A

13 INITIATIVE A

14 DESIRE FOR RESPONSIBILITY A

15 ATTITUDE &CO-OPERATION A

16 DEPENDABILITY B Can always be counted on to

work overtime when
necessary without complaint.
 [SAMPLE COPY (3) OF PERFORMACE APPRASIAL, CATEGORY WISE]

The Peerless Inn- Durgapur

A UNIT OF KAIZEN HOTELS & RESORTS LIMITED
A 3* Classified Hotel

Senior Management Performance Appraisal

Name:Deepak Mondal

Designation: Food and BevaregeManager(HOD)

Joining Date: 05.06.17

Reporting To: Name: Dilip Paul

Designation: General Manager

Appraisal Date: 31.05.18

Appraisors Signature: (After Appraisal)_________________________________________________

Appraisors Overall Comments: He has instilled in his department a strong accountability for timely, accurate
results in both routine reporting and responding to ad hoc data requests from the Organisation. He has developed
innovative solutions to address our need for reporting on initiatives.
Appraisee’s Signature: (After Appraisal)___________________________________________________
1. Review of areas of Major Accountability:

Area Of Major Accountability Comments

i. Overall operation of the restaurant with budget

guidelines and highest standard
ii. Leading F & B team by attracting & training
talented personnel
iii. Establish targets and KPI schedules as well as
motivate employees and teamwork
iv. Identify customer needs and respond proactively

2. What were your 3 main goals for the period under review?
i. To ensure the prompt and efficient service to customers at required standard.
ii. To ensure profit margin are maintained and costs are not exceeded.
iii. To maximise sales and revenue through customer satisfaction.

3. To what extent were you able to achieve the above?

a. He should take decisions in such a way so as to ensure high level profit
b. In order to achieve the goal,he needs to efficiently spot potential service issues and mitigate
risks by effective interaction with customers.

4. What constraints did you encounter in achieving your goals?

 a) Team Consequences
b) Customer service and effective inventory management.

5. How can PSPD / your manager assist you in achieving your goals?

a) Always discuss my career and its help me

6. Review:
Assessment Scale:

A=CONSISTENTLY STRONG. Employee consistently demonstrates exceptional performance in

this competency and exceed expectations.

B=STRONG. Employee demonstrates effective performance in this competency and exceeds on

some occasions.

C=COMPETENT. Employee demonstrates satisfactory performance in this competency.

D=IMPROVABLE. Employee has some developmental needs in this competency performance

shortfall on some occasions.

E=NEEDS IMPROVERMENT. Employee clearly needs to improve and develop this competency.
Continued performance at this level is unacceptable.

N/A- NOT APPLICABLE / TOO EARLY TO ASSESS

DRIVE FOR RESULT; Competes against a standard of excellence. Sets high performance
standards and pursues aggressive goals. Strives for constant improvement takes responsibility for
achieving business results and perseveres despite obstacles/

Comments:

UNDERSTANDING THE BUSINESS: Demonstrates an interest in, and understanding of issues

relevant to the business and keeps knowledge up-to-date

Comments:

CUSTOMER FOCUS: Builds and maintenance relationship with customers. Understands and
anticipates customer needs, takes action to address customer needs and strives to exceed
customer expectations.

Comments:

TEAM WORK: Demonstrates co-operation and trust with colleagues & teams and across
organisational boundaries. Participates as a team played and establishes strong working
relationships to deliver positive results.

Comments:
 ADAPTABILITY: Works comfortably and effectively in an environment of ambiguity or change; is
respective to new ideas and responds to workplace changes with flexibility and optimism.

Comments:

IMPACT & INFLUENCE: Promotes ideas persuasively, shapes the opinions of others & overcomes
resistance. Establishes influential contacts, builds consensus for actions and negotiates win-win
solutions to problems.

Comments:

LEADING & DEVELOPING PEOPLE: Inspires others to excel by clearly communicating business
values and direction, recognizing good performance and providing managerial support. Develops the
potential of others, through coaching and development opportunity, to build organizational capability for the
future.

Comments:

INNOVATION: Generates new ideas and encourages creativity for others; recognizes the need for
new or modified approaches, and creatively combines different perspectives and approaches.

Comments:
 ANY ADDITIONAL COMMENTS REGARDING COMPETENCIES:

7. Personal Development Plan:

KEY DEVELOPMENT NEEDS: Briefly summarize the specific development needs identified and
details specific actions for each below: To Develop financial values and goals.
Objective of the Action steps with Support Required Method of Evaluation
Development dates

❖ To differentiate
the needs from
the wants.

❖ To achieve
personal
economic
satisfaction.

❖ Increased
effectiveness
in obtaining,
using, and
protecting your
financial
resources

❖ Increased
effectiveness
in obtaining,
using, and
protecting your
financial
resources
 REVIEW

Rating: A=EXCELLENT, B=VERY GOOD, C=FAIR, D=POOR, N/A=NOT APPLICABLE

SL NO REVIEW PARAMETERS RATING COMMENTS (IF

ANY)
1 JOB KNOWLEDGE / PROFESSIONAL A
COMPETENCE
2 PRODUCTIVITY B

3 ACHIEVING GIVEN TARGETS B

4 REVENUE ENHANCEMENT A

5 COST CONTROL B

6 DECISION MAKING & JUDGEMENT A

7 PROLEM SOLVING ABILITY B

8 CLIENT HANDLING C

9 SUBORDINATE HANDLING B

10 COMMUNICATION SKILLS B

11 TEAM WORK B

12 SELF MOTIVATION A

13 INITIATIVE A

14 DESIRE FOR RESPONSIBILITY B

15 ATTITUDE & CO-OPERATION B

16 DEPENDABILITY A
 PERFORMANCE MANAGEMENT SYSTEM
o Performance Management System is the systematic approach to measure the
performance of an employee. It is a process through which the organization
aligns their mission, goals & objectives with the available resources (e.g
Manpower, Material etc) and set the priorities.
o It improves the overall corporate performance by enhancing individuals
performance.
o It is carried out right when an employee joins an organization till he/she leaves.

Organisation

Benefits

Employee Manager

. KEY PERFORMANCE INDICATOR

o These are a subset of KRAs. This mean a person’s performance would

be measured based on the results.

o It is a type of performance measurement. KPI evaluate

the success of an organization or a particular activity
(e.g project, programs etc) in which it engages.
 KEY RESPONSIBILITY AREA

KRA is based on Job Description of an employee.

It enable them to have better clarity of their role.
It should be well defined, easy to measure and quantifiable.
It helps employees to align their role with the organization role.
KRA’s are topics on which employee has to concentrate during the year.
Employee should have clear understanding about his/her KRA to perform
the task effectively.
 [SAMPLE COPY (1) OF GOAL SHEET ALONG WITH KPI & KRA, CATEGORY WISE]

GOAL SHEET FOR 2018-2019

Name Mr. X
Designation Waiter
Unit The Peerless Inn Durgapur

SL.No. Key Result Area Key Performance Indicator Weigh Target Achive Tar Achi Targ Achiv Targ Achiv Targ Achiv
t of get ve et e et e et e Score
KPIs Achived

Annual (%) Q-1 (%) Q-2 (%) Q-3 (%) Q-4 (%) (%)

Revenue & Cost cost control 20 (5 x

1 20.00 17.58 5.00 4.39 5.00 4.31 5.00 4.45 5.00 4.43 17.58
Control Upselling, Develop Restaurant sales 4)

Guest Feedback Index 30(7.5

2 Guest Satisfaction 30.00 27.83 7.50 7.50 7.50 7.33 7.50 6.85 7.50 6.15 27.83
Complain resolve x 4)

Healthy & Safe environment for Guest &

Staff,
35
Innovativeness,
3 Processing (8.75 x 35.00 30.85 8.75 8.00 8.75 7.83 8.75 7.90 8.75 7.12 30.85
Assist & handle guests without bias
4)
,Preparing general store requisition ,follow
house rules and policies

15
Departmental No of Training Atten, To strict grooming
4 (3.75 15.00 12.50 3.75 3.00 3.75 2.80 3.75 3.20 3.75 3.50 12.50
Development and hygine standards
X 4)

Total Score 100 88.76

Over all Score
Achieved Remarks by Appraiser (If Any)-

Signature of Employee Signature Of Apprasier

 Increment Criteria as
per KRA Score
Below 80% Average Performance (4%)
80-90% Good Performance (6%)
Excellent Performance (8%)

Marking criteria
SL no KRA % Range Qtr. Wise based according to
budget, qtrly audit report and P&L
performance

cost control-2%
Revenue & Cost
1 Upselling-2%,Develop Restaurant sales-
Control
1%

Guest Feedback Index-4%

2 Guest Satisfaction
Complain resolve-3.5%,

Healthy & Safe environment for Guest &

Staff- 2.75%
Innovativeness-1%
3 Processing
Assist & handle guests without bias-
2,Preparing general store requisition -1
,follow house rules and policies- 2 ,

Departmental No of Training Atten-2, To strict grooming

4
Development and hygine standards- 1.75
 [SAMPLE COPY (2) OF GOAL SHEET ALONG WITH KPI & KRA, CATEGORY WISE]

GOAL SHEET FOR 2018-2019

Name Mr. X
Designation Captain
Unit The Peerless Inn
Durgapur

SL.No. Key Result Area Key Performance Weig Targ Achiv Targ Achiv Targ Achiv Targ Achiv Targ Achiv
Score
Indicator ht of et e et e et e et e et e
Achived
KPIs
Annual (%) Q-1 (%) Q-2 (%) Q-3 (%) Q-4 (%) (%)
cost control,
20 (5 x
1 Revenue & Cost Control Upselling,,,revenue budget, 20.00 18.56 5.00 4.81 5.00 4.70 5.00 4.65 5.00 4.40 18.56
Develop Sales 4)

Guest Feedback Index-4%, 30(7.5

2 Guest Satisfaction 30.00 29.73 7.50 7.50 7.50 7.40 7.50 7.33 7.50 7.50 29.73
Complain resolve-3.5% x 4)

Healthy & Safe environment

for Guest & Staff,
Innovativeness
Departmental Reports ,
35
Conduct daily briefings and
3 Processing (8.75 x 35.00 32.70 8.75 7.90 8.75 8.10 8.75 8.20 8.75 8.50 32.70
duty roaster ,Proper clean
and adequate supply of 4)
restaurant line ,
maintenance of the fittings
and equipment .

Attrition control of F&B 15

Departmental
4 Department, (3.75 15.00 11.90 3.75 2.40 3.75 2.80 3.75 3.20 3.75 3.50 11.90
Development
Departmental Training X 4)
Total Score 100 92.89
Over all Score
Achieved Remarks by Appraiser (If Any)-

Signature of Employee Signature Of Apprasier

 Increment Criteria as per KRA
Score
Below 80% Average Performance (4%)
80-90% Good Performance (6%)
Over 90% Excellent Performance (8%)

Marking Criteria
SL no KRA % Range Qtr. Wise based
according to budget, qtrly
audit report and P&L
performance

cost control-1.5%
Upselling-1%,,revenue
1 Revenue & Cost Control
budget-1.5%, Develop Sales-
1

Guest Feedback Index-4%,

2 Guest Satisfaction
Complain resolve-3.5%

Healthy & Safe enviorement

for Guest & Staff- 2
Innovativeness-1%
Departmental Reports-
1.75% , Conduct daily
3 Processing briefings and duty roaster -
1.5 % ,Proper clean and
adequate supply of
restaurant line- 1.5 % ,
maintenance of the fittings
and equipment- 1 % .

Attrition control of F&B

4 Departmental Development Department- 2%
Departmental Training-1.75%
 SAMPLE COPY (3) OF GOAL SHEET ALONG WITH KPI AND KRA CATEGORY WISE
GOAL SHEET FOR 2018-2019
Name Mr. X
Designation F&B Manager
Unit The Peerless Inn
Durgapur

SL.N Key Result Area Key Performance Weight of Targ Achi Targ Achi Targ Achi Targ Achi Targ Achi Score
o. Indicator KPIs et ve et ve et ve et ve et ve Achived
Annual (%) Q-1 (%) Q-2 (%) Q-3 (%) Q-4 (%) (%)
Maintain F&B Revenue as
per Budget,
1 Revenue & Cost Control 35 (8.75 x 4) 35.00 31.22 8.75 8.06 8.75 6.79 8.75 8.24 8.75 8.13 31.22
Departmental cost
control, Upselling,

Guest satisfaction /
Feedback Posivite Vs
2 Guest Satisfaction Negative as per Various 35 (8.75 x 4) 35.00 31.80 8.75 8.10 8.75 8.00 8.75 7.90 8.75 7.80 31.80
Feedback Index,
Complain resolve.

Healthy & Safe

enviorement for Guest &
Staff, F&B Promotion as
3 Processing 20 (5.00 x 4) 20.00 20.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 20.00
per target,
Innovativeness,
Departmental Reports.

Attrition control of F&B

10 (2.50 X
4 Departmental Development Department, 10.00 9.03 2.50 2.12 2.50 2.37 2.50 2.12 2.50 2.42 9.03
4)
Departmental Training
Total Score 100 70.14
Over all Score Achieved Remarks by Appraiser (If Any)-

Signature of Employee Signature Of Apprasier

 Increment Criteria as per
KRA Score
Below 80% Average Performance
(4%)
80-90% Good Performance (6%)
Over 90% Excellent Performance
(8%)

Marking Criteria
SL no KRA % Range Qtr. Wise based
according to budget, qtrly
audit report and P&L
performance
Maintain F&B Revenue as
per Budget-4%
1 Revenue & Cost Control Departmental cost control-
3%
Upselling-1.75%
Guest Feedback Index-
2 Guest Satisfaction 4.50%
Complain resolve- 4.25%
Healthy & Safe environment
for Guest & Staff-1%
No F&B Promotion as per
3 Adherence to SOPs
target-2%
Innovativeness-1%
Departmental Reports-1%
Attrition control of F&B
Department-1%
4 Departmental Development
Departmental Training-
1.50%
 Chapter - V
FINDINGS OF THE STUDY:
❖ More than half of the employees (72.5%) agree that Performance Appraisal is the
assessment of individual potential.
❖ Some of the employees (30%) neutral that Performance Appraisal system followed in
the organization is rational and fair.

❖ Some of the employees (25%) neutral that Job expectations are informed and the
superiors set the tasks.

❖ Most of the employees (67.5%) agree that Performance Appraisal followed in the
Organization helps to the Training and development needs of employee.

❖ Some of the employees (5%) disagrees that The Performance appraisal in the
organization helps to recognize the competence and potential of an individual.

❖ The management has understood the importance of systematic appraisal system &
they are taking every effort to implement it properly.
 SUGGESTION
As per the study the following are the suggestions:

➢ The Performance Appraisal in the organization should be in a full fledge way so that
the others will be accepting this.

➢ As the Performance Appraisal is helpful to the employees by the assignment of

superiors task by training & development which should be more effective so that the
other employees will also be attracted.

➢ The Performance Appraisal should be assist effectively to the employees as it

recognizes the competence and potential of an individual.

➢ Employee’s appraisal should be fairly done according to the companies policies so

that it will assist the performance of the employees.

➢ The company should give some advises and suggestions to the employees during the
process and should get there feedbacks about the process.

➢ The company should give some advises and suggestions to the employees during the
process and should get there feedbacks about the process.
 CONCLUSION

It was an absolute worthwhile experience working at the Peerless Hotel, Durgapur. The
space they have created for a trainee/intern allowed me with opportunities to learn and know
myself as a worker. This experience brought out my strength and also the areas I needed to
improvise. The primary objective of an internship is to gather a real life working experience
and put their theoretical knowledge in practice. I am grateful to HR sir of the hotel for his
unprecedented support to make my working experience truly rewarding. Especially working
in this department made me realize my competencies and level of understanding regarding
the human resources.
As an intern, though I had a limited space to work, I still managed to grab plentiful of
experiences. I made the best of every opportunity I was given and made the utmost use of my
abilities and knowledge to fulfill all my responsibilities. I could implement my academic
skills into practice and my efforts were highly acknowledged. There is however some gap
between our theoretical knowledge and real life practice.
Coming to the subject, I feel In future performance appraisal measures will have to be
planned in relation to the changes taking place. The performance measures leads exist both at
fresh entry level as well as to continuing education level for working personnel.

At last to conclude, I would like to say that with enthusiasm that it was a great experience
working with many experienced people working at senior positions. Interacting and spending
time with the people rich in learning experience.
 SUMMARY
▪ Human resource management is a process of bringing people and organizations
together so that the goals of each other are met.

▪ Human Resource Management is the organizational function that deals with

issues related to people such as compensation, hiring performance management,
organization development.

▪ Performance appraisal refers to all the formal procedures used to evaluate an

individual, contribution, and potential.

▪ Performance appraisal is a formal system of review and evaluation of individual

or team task performance.

▪ While evaluation of team performance is critical when teams exist so

performance appraisal focus on individual employees.

▪ An effective appraisal evaluates accomplishments and initiates plans for

development, goals and objectives.
 BIBLIOGRAPHY

Books:
· Donald L. Kirkpatrick, 2006, Improving Employee Performance through Appraisal
and Coaching.
· Richard Rudman, 2003, Performance Planning and Review.
· Roger E. Herman, 1997, The Process of excelling, oak Hill press.
· P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial
Relations, Himalaya Publishing House.

Journals:
· Gitam Journal of Management.
· Journal of Occupational and Environmental medicine.
· Indian Journal of Social Work.
· Indian Journal of Human Resource.