360 Degree Performance Appraisal

“A STUDY ON THE 360 DEGREE PERFORMANCE APPRAISAL OF

LIFE INSURANCE CORPORATION OF INDIA, NEYYATTINKARA ”

UNIVERSITY Mini

Project Report

Submitted by

JACKSON JEEVARAJ.J

08BA102

Under the guidance of Mr. Sugumaran,

Assistant Proffessor,

Karunya School of Management.

Submitted in partial fulfillment of the requirements

For the award of the degree of

“MASTER OF BUSINESS ADMINISTRATION”

Of KARUNYA UNIVERSITY

2008-2010

KARUNYA SCHOOL OF MANAGEMENTKARUNYA UNIVERSITY

COIMBATORE – 641 114.

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CERTIFICATE

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CERTIFICATE

This is to certify that the project entitled, “A STUDY ON THE 360 DEGREE

PERFORMANCE APPRAISAL OF LIFE INSURANCE CORPORATION OF INDIA,

NEYYATTINKARA ” is the bonafide work done by Mr. Jackson Jeevaraj. J, Reg.No.

08BA102 and is submitted in partial fulfillment of the requirements for the degree of Master of

Business Administration of the Karunya Deemed University.

(Mr. Sameul Joseph) (Mr.Sugumaran) ADMINISTRATIVE COORDINATOR FACULTY GUIDE

Place:

Date:

Viva-Voce Examination held on………………

Internal Examiner External Examiner

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DECLARATION

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DECLARATION

I hereby declare, the project work entitled “A STUDY ON THE 360 DEGREE

PERFORMANCE APPRAISAL OF LIFE INSURANCE CORPORATION OF INDIA,

NEYYATTINKARA” submitted in partial fulfillment of the requirements for the award of the

degree of MASTER OF BUSINESS ADMINISTRATION, as a record of original work done

by me under the supervision and guidance of Mr. Sugumaran, Assistant Proffessor,

Karunya School of Management, Karunya Institute of Technology & Sciences, Coimbatore.

This project work has not formed the basis for the award of any Degree/Diploma/ Associate-ship

/Fellowship of similar titles to any candidate of any university.

Place: Signature of the student

Date:

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ACKNOWLEDGEMENT

ACKNOWLEDGEMENT

At the outset’ I thank God almighty for helping me to complete this project work

successfully. I believe that nothing would have been possible without God’s grace and guidance.

My deepest love and never ending gratitude goes to my family for their encouragement and

motivation.

I take this opportunity to thank Mr. Russel Peter, Director K S M, for giving this

opportunity and experiencing the work environment by the project study. I most respectfully

acknowledge my most sincere gratitude to my Internal guide Mr. Sugumaran, for all the

patient guidance, motivation, cooperation and valuable advice towards the timely completion of

the project.

I express my sincere thanks to C.Stephen, Senior Branch Manager, Life Insurance

Corporation of India, Neyyattinkara for granting permission to me to do my organizational

study and for all the timely advice, help, support and service provided towards the completion of

the work.

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I would like to express my thanks to all my friends and relatives, who have helped me

out in the successful completion of the project.

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TABLE OF CONTENT

TABLE OF CONTENTS

Chapter Contents Page No

Chapter I Introduction 17

1.1 Importance of the study 18

1.2 Scope of study 18

1.3 Objective of the study 18

1.4 Review of Literature 19

1.5 Limitations of the study 21

1.6 Research Methodology 22

Chapter II Profile of the Organization24

Chapter III 360 degree Performance Appraisal 30

Chapter IV Analysis and Interpretation 34

Chapter V Finding, Suggestion and Conclusion 69

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5.1 Findings 70

5.2 Recommendations 73

5.3 Conclusions 74

Bibliography 75

Annexure 77

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LIST OF TABLES

LIST OF TABLES PAGE NO SL: NO

Cadre of the employees 35 4:1

Gender of the employees 36 4:2

Age of the employees 37 4:3

Marital status of employees 38 4:4

Type of the family of the employees 39 4:5

Number of members in the family of the employees 40 4:6

Place of residence of the employees 41 4:7

Years of experience of the employees 42 4:8

Whether the management is concerned about employee development 43 4:9

Whether the management coaches the employees to perform better 44 4:10

Whether the management delegates the work effectively 45 4:11

Whether the management motivates to achieve their goal 46 4:12

Whether the management listens and conveys ideas 47 4:13

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Whether the management helps to take initiative 48 4:14

Whether the management considers the ability as a leader 49 4:15

Whether the management creates ability to analyze problems. 50 4:16

Whether the management demonstrates the work methods 51 4:17

Whether the management encourages the employee 52 4:18

Whether the management uses appraisal methods honestly 53 4:19

Whether the management provides ability to set high class standards. 54 4:20

Whether the management ensures the work according the accuracy. 55 4:21

Whether the management maintains safety standards to the employee 56 4:22

Whether the management demonstrate steadiness in stressful situation. 57 4:23

Whether the management demonstrates to manage time with the work. 58 4:24

Whether the management makes the employees build relationships. 59 4:25

Whether the management demonstrates the knowledge required 60 4:26

Whether the management helps to understand the problems of others. 61 4:27

Whether the management advices to work well in a team setting. 62 4:28

Whether the management encourages to work with cooperation. 63 4:29

Whether the management is concerned in the best use of materials. 64 4:30

Correlation 65 4.31

Regression 66 4.32

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LIST OF

CHARTS

LIST OF CHARTS PAGE NO SL: NO

Cadre of the employees 36 4:1

Gender of the employees 37 4:2

Age of the employees 38 4:3

Marital status of employees 39 4:4

Type of the family of the employees 40 4:5

Number of members in the family of the employees 41 4:6

Place of residence of the employees 42 4:7

Years of experience of the employees 43 4:8

Whether the management is concerned about employee development 44 4:9

Whether the management coaches the employees to perform better 45 4:10

Whether the management delegates the work effectively 46 4:11

Whether the management motivates to achieve their goal 47 4:12

Whether the management listens and conveys ideas 48 4:13

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Whether the management helps to take initiative 49 4:14

Whether the management considers the ability as a leader 50 4:15

Whether the management creates ability to analyze problems. 53 4:16

Whether the management demonstrates the work methods 54 4:17

Whether the management encourages the employee 55 4:18

Whether the management uses appraisal methods honestly 56 4:19

Whether the management provides ability to set high class standards. 57 4:20

Whether the management ensures the work according the accuracy. 59 4:21

Whether the management maintains safety standards to the employee 61 4:22

Whether the management demonstrate steadiness in stressful situation. 62 4:23

Whether the management demonstrates to manage time with the work. 63 4:24

Whether the management makes the employees build relationships. 64 4:25

Whether the management demonstrates the knowledge required 65 4:26

Whether the management helps to understand the problems of others. 66 4:27

Whether the management advices to work well in a team setting. 67 4:28

Whether the management encourages to work with cooperation. 68 4:29

Whether the management is concerned in the best use of materials. 69 4:30

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CHAPTER I

INTRODUCTION

CHAPTER I

INTRODUCTION AND DESIGN OF THE STUDY

The history of performance appraisal is quite brief. Its roots in the early

20th century can be traced to Taylor's pioneering Time and Motion studies. But

this is not very helpful, for the same may be said about almost everything in the

field of modern human resources management. As a distinct and formal

management procedure used in the evaluation of work performance, appraisal

really dates from the t ime of the Second World War - not more than 60 years

ago.

In many organizations - but not all - appraisal results are used, either

directly or indirectly, to help determine reward outcomes. That is, the appraisal

results are used to identify the better performing employees who should get the

majority of available merit pay increases, bonuses and promotions.

By the same token, appraisal results are used to identify the poorer

performers who may require some form of counseling, or in extreme cases,

demotion, dismissal or decreases in pay. (Organizations need to be aware of

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laws in their country that might restrict their capacity to dismiss employees or

decrease pay.)

The purpose of this study has been to determine whether the performance

appraisal used by the organization satisfies the employees under various

category and whether the appraisal was emphasized as an important part of the

performance appraisal process.

1:1 Importance of the study

The present study is expected to identify the factors of dissatisfaction in the 360 degree

performance appraisal system which would directly improve the employee performance

thereby significantly increasing the company profit.

This study will also enable the personnel department to identify the factors influencing

the performance appraisal which leads to turn over of the employees due to the

dissatisfaction with the performance appraisal given to them.

1:2 Scope of the study

To identify the behavior and the honesty of the company in giving performance appraisal.

To suggest in what factors the company has to show their attention regarding

performance appraisal.

To know the opinion of the employees, about the company’s 360 degree performance

appraisal system.

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1:3 Objectives of the study

Conduct a study on the 360 degree performance appraisal among the employees of Life

Insurance Corporation of India, Neyyattinkara branch.

To study the satisfactory level of employees on the performance appraisal given by the

company

To identify the factors on which the employees are dissatisfied with the performance

appraisal given to them.

1:4 Review of Literature

According to Mary N. Vinson,

A 1993 survey on 100 fortune 500 companies by the Wyatt company showed that only 10

percent of the employees were satisfied with their performance appraisal systems. Most said that

annual reviews that were perfunctory discussions that dealt mainly with salary. Still, other

surveys indicate that most employees think performance appraisals are a good idea. They want to

know where they stand and what they must do to improve. If the employees say that they are

dissatisfied with the current appraisal system, what is the alternative?

One alternative is 360 degree feedback which is also called multirater feedback, upward

appraisal, full-circle feedback, and peer review. Though many companies are still using one-way,

downward feedback, another Wyatt study showed a beginning trend in upward feedback. The

1992 study found that subordinates were critiquing their superiors and peers in 12 percent of the

397 U.S. companies surveyed. By 1993, the figure was up to 26 percent.

Upward feedback:

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Upward feedback gathers behavioural observations from different groups within an organization.

The feedback providers – bosses, peers, and subordinates – fill out a form that summarizes an

employee’s skills, abilities, styles, and job – related competencies. There’s no ideal number of

feedback providers. Typically, external assessment consultants request four to ten feedback

providers per feedback receipent. Most consultant say that who gives feedback is more important

than how many.

As a director, Mary N. Vinson says that in a large company, her experience with 360 degree

feedback was in 1991, at a six week executive program at the university of Pittsburgh. At the

time, 360 degree feedback was rarely used. She received a ‘ Leadership Practices Inventory ‘ that

required her to conduct a self – assessment and distribute assessment surveys to her peers,

subordinates, and the boss. She probably chose the “ best “ candidates for feedback was

anonymous, though it was grouped by the categories “ peer, subordinates, and superior “. He

Back then she thought that feedback from bosses was the most valuable because they made the

decisions about salaries and promotions. Other people had told that they felt the same way.

Downward feedback:

Feedback can hurt. Evaluators aren’t always nice or positive. People can see their role as a

feedback provider as an opportunity to criticize others’ behavior on the job. Interestingly , many

feedback experts say that the most devastating criticism to the people is to be labeled “

untrustworthy “.

Another flaw concerns conflicting opinions. Who decides who is right? What’s more, employees

can stack the deck by choosing their friends to provide feedback. Then one has to question how

valuable the process is. Another potential problem is when people experience “ survey fatigue “

from having to fill countless forms. How accurate and reliable is the feedback.

Another area for concern is whether the feedback is truthful. Suppose that you have to fill out a

form on someone you don’t like. It’s difficult to own up to negative feelings on paper, so you

might equivocate. Or, you might vent. Mary admits that she has been less than candid on

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occasion, often because she doesn’t want to answer certain questions or hurt someone’s feelings.

Whatever the reason, if the feedback isn’t truthful, it isn’t going to be useful.

Does 360 degree feedback improve performance? Too often, managers receive feedback, resolve

to do better, and nothing changes. That can happen whether the feedback is 360 degree or

traditional, especially when it involves a strong personality. According to feedback specialists at

the Center for Creative Leadership in Greensboro, North Carolina, it takes massive doses of

feedback for some people’s lights to come on. People may intend to act on feedback but then feel

that they are too busy to change their behavior. Or, they may lose their commitment. Or, they

may run into resistance from their subordinates and bosses. They may even convince themselves

that the feedback isn’t true, especially if it wasn’t a universally held opinion. Perhaps the fault

lies in the feedback instrument.

In one case, a company recently began using 360 degree feedback to assess its senior ranks.

Executive officers were asked to complete a self assessment and to distribute feedback surveys to

two “ direct reports “ and two “ indirect reports “ to complete. The executives could also give the

form to two peers.

The executives were apprehensive. It had been a long time since lower level people had

appraised them. The feedback instrument included seven rating areas and some open ended

questions. The executives expected the open ended portion to benefit them most, assuming that

the feedback providers would be candid – a big assumption considering that people were rating

the most senior executives. In fact, many of the subordinates thought that it was dangerous to be

completely truthful in this situation.

Once the feedback was compiled and tabulated, the executives were supposed to call a consultant

to discuss the results. Some called; some didn’t. When they were asked whether they’d acted on

the feedback, some said that they “ tried to pay attention to what everyone was saying”. But all

of them admitted that it was very easy to slip back into their usual behavior.

1.4 Limitations of the study

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Any research has its own limitation. The limitation may be due to time and source of information

and knowledge. The researcher had faced many of these constrains .The limitation which I had

undergone during this study, were,

It is not sure that the sample which were selected for collecting data may represent the

whole population

No scientific method was used in choosing the samples for the study

The time specified for the duration for the study was very limited

The data given by the employees may not be true or correct. But these data was taken for

the analysis .so it may affect the accuracy of the result of this study

1.6 Research Methodology

Research design:

As research design is the arrangement of the conditions and analysis of data in a

manner that aims to combine relevance to the research purpose with economy in procedure.

The study is Descriptive in nature. On the basis of the information collected logical

conclusions have been drawn.

Descriptive research:

Descriptive studies are concerned with describing the characteristics of a particular

individual or group. Often by creating a profile of a group of problems, people, or events through

the collection of data and the tabulation of the frequencies on research variables. The study

reveals who, what, when, where, or how much. The Descriptive study well structured it is

necessary that the researcher give sufficient thought to frame the research questions and

deciding.

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Thus the study is descriptive in nature where the data is collected through well

structured questionnaire and from the information available in the organization.

Source of data collection:

Primary data and secondary data were used to analyze the information obtained.

Primary data:

The primary data is collected from the respondents through the well structured

questionnaire. The data was collected through direct methods that are directly from the

respondents from different the LIC employees from Neyyattinkara branch office.

The responses are collected on a 4 point scale. The scores are:

1------- Strongly disagree

2------- Disagree

3------- Agree

4------- Strongly agree

Secondary data:

The secondary data was collected from internal source as well as external source. Internal

source of data is collected from website magazines, HR manuals etc. The external source of data

is collected from the Internet and also from the textbooks.

Sampling design:

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A sample design is a definite plan for obtaining a sample from a given population. The

survey was conducted from a population of 60 employees was taken and then the survey was

conducted.

Sample size and area:

The sample size collected for this research is 54, which has been collected from LIC

employees from Neyyattinkara branch office.

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CHAPTER II

PROFILE OF THE ORGANISATIONORGANISATION PROFILE

The geographical area of this branch is 571 sq. kms.

The Neyyattinkara Branch under Thiruvananthapuram Division started functioning on

28.07.1984. The jurisdiction of the branch is over the entire Neyyattinkara Taluk excluding

Thiruvallam Panchayat and adding Kattakada Panchayat to the branch area from Vellanad block.

Kanyakumari and Thirunelveli Districts of Tamilnadu surround the branch area on the

Southy and East, the Thiruvananthapuram and Nedumangad Taluks cover the Northern side and

west is protected by Arabian Sea.

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Neyyattinkara has a rich cultural heritage. It could be proud of some famous

personalities like Swadesabhimani Ramakrishna Pillai, the well – known revolutionary in the

history of Malayalam journalism. There is an auditorium in Neyyattinkara town in the memory

of the late. Sri. Ramakrishna Pillai. The general terrain of the land is of hilly, and rubber

plantations dominate the Eastern of the Taluk.

Neyyattinkara is not largely industrialized. Agriculture is the major source of income of

people. Coconut is the main crop. Paddy and other crops bear only a small portion of the total

agricultural output. Now a days, because of intensive KHDP activities, vegetable growers,

mainly banana growers flourish well in the field of agriculture. Diary and poultry are also mainly

undertaken as resources of income. A good lot of Co – operative milk societies, mainly

KSHEERA, the most profitable milk societies in Kerala, are in our area.

There are only a very few industrial establishments in the area. Kerala Automobiles Ltd.,

is a famous industry working in this area. Handloom weaving is another industry of importance.

Balaramapuram is very famous for its handloom textile products. An eminent portion of the

population depends on handloom weaving for their livelihood. A substantial part of the rural

population depends on the brick making industry.

Neyyattinkara Taluk is having a very lengthily seashore. Many people are engaged in

fishing activity. A very large Fishing harbor project is under construction at Vizhinjam. This area

is thickly populated and the per capital income is low, since a major portion of the population

depends on agriculture.

The internationally famous Kovalam beach resort is situated in our branch area. Hotel

industry in and around Kovalam is a flourishing well in these areas. Neyyar Dam is another place

of tourist importance. The traditional Ayurveda resorts are functioning well in these areas.

Neyyattinkara town is the main urban centre and Taluk head quarters. Our branch is situated near

KSRTC bus station in the town.

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Area and Population:

Area under the branch office in sq. kms 571.00

Rural 556.00

% to total 97.37

Urban 15.00

% to total 2.63

Number of Districts 1

Number of Taluks / Blocks 4

Number of Villages 30

Total population 871,249

Rural 807,057

% to total 92.63

Urban 64,192

% to total 7.37

Working population 258,400

Female 434,992

Male 436,257

Insurance potential:

Rural Urban Total Segment I Segment II Segment III Segment IV

Insurable Population 400,000 28,000 425,000 50,000 212,500 138,500 27,000

Insured Population 136,601 9,825 146,426 27,105 72,906 45,326 1,089

Potential Available 263,399 18.175 281,574 22,895 139,594 93,174 25,911

Potential market groups in

the area Agriculture,

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fishing, tourism,

diary, handloom,

Co-operative societies, etc..

BLOCK PROFILE

Athiyanoor Block ( Population 99855 )

Name of Panchayats

1 Athiyanoor Situated in Neyyattinkara Taluk. About 70% population dependson

2 Karakonam agriculture, 20% in weaving, processing coir and household coir and

3 Kottukal household and cottage industries and 10% service sector. There is long

4 Kanjiramkulam 10% service sector. There is longThere is a long coastal belt, hence fishing

5 Thiruvallam is the livelihood of large number of people. Neyyar irrigation project

6 Venganoor caters to irrigation facilities of the block. Famous Kovalam beach is a part

7 Vizhinjam of the block. Famous Kovalam beach is a part of this block

Nemom Block ( Population 255800 )

1 Balaramapuram Lies adjacent to Thiruvananthapuram city. About 55%

2 Kalliyoor depend on agricultural activities. 20% in weaving,

3 Maranallor bamboo furnitures metal britting, brick making,

4 Marukil pottery, handicraft other activities are milk processing,

5 Nemom milk product, industry, garment making, etc.

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6 Pallichal Remaining 25% depend on service sector. Agricultural

7 Vilappil college Research Institute Vellayani, Regional Laboratory.

8 Vilavoorkal Balaramapuram Kyathari is famous throughout India.

Name of Panchayats

Parassala Block ( Population 170644 )

Name of Panchayats

1 Chenkal

2 Karode Lies at the south extreme of the state Agriculture

3 Kulathoor fisheries are the important activities. Other activites

4 Parassala are Pottery Brcks making, Palm leaf works, Black

5 Poovar smithy, Banana cultivitation, Pig breeding, etc

6 Thirupuram

Perumkadavila Block ( Population )

Name of Panchayats

1 Amboori

2 Aryancode

3 Kallikad 60% of people depend on Agriculture & 25% in

4 Kollayil secondary sector like poultry, diary, etc.. There are

5 Kunnathukal women's industrial co-operative societies, khadi

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6 Ottasekharamangalam women's Industrial centre, co-operative handloom

7 Perumkadavila production centre in this block.

8 Perumpazhuthoor

9 Vellarada

Objectives of LIC:

Spread Life Insurance and provide life insurance protection to the masses at a reasonable

cost.

Mobilize people’s savings through insurance – linked savings schemes.

Invest the funds to serve the best interests of both the policy holders and the nation.

Conduct business with maximum economy, remembering always that the money belongs

to the policy holders.

Acts as Trustees of the policyholders and protect their individual and collective interests.

Innovate and adapt to meet the changing life insurance needs of the community.

Involve all the people working in the Corporation to ensure efficient and courteous

service to the insured public.

Promote amongst all agents and employees of the Corporation a sense of participation,

pride and job satisfaction through dedicated service to achieve the corporate objectives.

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CHAPTER III

360 DEGREE

PERFORMANCE APPRAISAL

360 DEGREE PERFORMANCE APPRAISAL

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360 degree performance appraisal, 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.

360 degree respondents for an employee can be his/her peers, managers (i.e. superior),

subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact

with the employee and can provide valuable insights and information or feedback regarding the

“on-the-job” performance of the employee. It is based on the assessment of an individual's

management styles, competencies and behaviour by colleagues horizontally and vertically by

involving his boss, peers and direct reports in the organization.

360-degree feedback is a multi source assessment, which includes

* Self,

* Supervisor

* Internal Customers/peers/Staffs

* External Customers

Need for 360 degree feedback : Business is towards surplus generation. Without surplus no

organisation can grow. Here the effort to grow the business and the surplus should come from

employee part. The performance of the employees is at work here matters in business

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development and organisational development. The performance of the employees should then

align with the strategic decisions that integrate the business goals in an increasingly competitive

environment. It is the responsibility of the Human Resource Management to integrate the culture

of the organisation with all available resources to the optimum out put. The 3600 Appraisal helps

the HR Department to have better understanding of the competitive advantage and disadvantages

of the current manpower resources and tune them towards performance excellence and

productivity.

Uses for 360 Degree Feedback include:

Performance Appraisal

o Recognition of performance.

o Providing feedback on individual performance.

o Providing a basis for self-evaluation.

Assessing Employee Development:

o Diagnosing training and career development needs.

o Providing a basis for promotion, dismissal, job enrichment, job enlargement, job

transfer, probation, etc.

o Monetary and other rewards.

Organizational Climate Study:

o Organisational environment improvement needs

o Changes in the Managerial approaches, leadership, etc

How 360-degree feedback system adds value?

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360 degree feedback enables an organization to focus on developmental efforts, at the individual

and group level, in the present business environment where the success of the company depends

on continuous revolution, which is possible through organizational development. 360-degree

feedback facilitates the alignment of individual capabilities and behaviors with organizational

strategies. It adds value to the organization indifferent ways:-

360-degree feedback provides a better understanding of individuals performance

at work

360-degree feedback provides a multifaceted view about the employees from

different sources

360-degree feedback provides a better understanding of employed developmental

needs

360-degree feedback provides increased the understanding about one's role

expectations.

360-degree feedback provides increased the understanding of competence and

competency in various roles

360-degree feedback extends better morale to those who perform and contribute

well to the organisation

360-degree feedback reduces training costs by identifying common development

needs.

360-degree feedback increases the team's ability to contribute to the organizations

goals

360-degree feedback helps everyone to work for a common standard and

institutionalize performance management.

360-degree feedback ensure better interpersonal relationship and group

cohesiveness

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It promotes self-directed learning and provides a road map for employee's

development planning.

It promotes better Communication within departments.

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Chapter IV

DATA ANALYSIS AND INTERPRETATION

CHAPTER IV

ANALYSIS AND INTERPRETATION

4.1 Table showing the cadre of the employees

Cadre of the employee

35 64.8 64.8 64.812 22.2 22.2 87.02 3.7 3.7 90.73 5.6 5.6 96.31 1.9 1.9 98.11 1.9 1.9 100.0

54 100.0 100.0

HGAasst.admin officerTemporary assistant.admin officerSr. Branch ManagerAsst. Branch ManagerTotal

ValidFrequency Percent Valid Percent

CumulativePercent

4.1 Chart showing the cadre of the employees

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INFERENCE:

The above table interprets that this survey got 64.8% of respondents working as HGA, 22.2% of respondents working as Assistant Administrative Officer, 5.6 % of respondents working as Administrative Officer, and 3.7 % of respondents working as Temporary Assistant.

4.2 Table showing the gender of the employees

Gendre of the employee

27 50.0 50.0 50.027 50.0 50.0 100.054 100.0 100.0

MaleFemaleTotal


CumulativePercent

4.2 Chart showing the gender of the employees

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INFERENCE:

The above table interprets that 50% of employees are male and the remaining 50% of the

employees responds are female.

4.3 Table showing the age of the employee

Age of the employee

5 9.3 9.3 9.340 74.1 74.1 83.39 16.7 16.7 100.0

54 100.0 100.0

<3031-50>30Total


CumulativePercent

4.3 Chart showing the age of the employee

38

INFERENCE:

The above table interprets that 9.3% of employees are below the age of 30, 74.9% of employees

are between the age of 31 to 50, and 16.7% of employees are above the age of 50.The graph also

explains the same.

4.4 Table showing marital status of the employee

Marital status of the employee

53 98.1 98.1 98.11 1.9 1.9 100.0

54 100.0 100.0

MarriedUnmarriedTotal


CumulativePercent

4.4 Chart showing marital status of the employee

39

INFERENCE

From the above chart, it shows that 98.1% of the employees are married and 1.9% of employee are not married.

4.5 Table showing the employees type of family

Employees type of family

39 72.2 72.2 72.215 27.8 27.8 100.054 100.0 100.0

Nuclear familyJoint familyTotal


CumulativePercent

4.5 Chart showing the employees type of family

40

INFERENCE

From the above chart, it shows that 70.4% of the employees are from a nuclear family, and

27.4% of the employees are from a joint family.

4.6 Table showing number of members in the family

Number of members in the family

4 7.4 7.4 7.438 70.4 70.4 77.812 22.2 22.2 100.054 100.0 100.0

<23-4>4Total


CumulativePercent

41

4.6 Chart showing number of members in the family

INFERENCE

From the above chart, it shows that 7.4% of employees has number of family members below 2,

70.4% of employees has number of family members between 3 to 4 and 22.2% of employees has

number of family members above 4.

4.7 Table showing the place of residence of the employees

Place of residence of the employee

24 44.4 44.4 44.419 35.2 35.2 79.611 20.4 20.4 100.054 100.0 100.0

UrbanRuralSemi-urbanTotal


CumulativePercent

42

4.7 Chart showing the place of residence of the employees

INFERENCE

From the above chart, it shows that 44.4 % of employees live in an urban area, 35.2 % of

employees live in a rural area and 20.4 % of employees live in a semi-urban area.

4.8 Table showing the employees years of experience

Employees years of experience

9 16.7 16.7 16.719 35.2 35.2 51.916 29.6 29.6 81.510 18.5 18.5 100.054 100.0 100.0

<56-1516-20>20Total


CumulativePercent

43

4.8 Chart showing the employees years of experience

INFERENCE

From the above chart, it shows that 16.7% of employees has a job experience below 5

years, .35.2% of employees has a job experience between 6-15years, .29.6% of employees has a

job experience between 16 to 20 years, and 18.5% of employees has a job experience above 20

years.

4.9 Table showing whether the management is concerned about employee development

Management is concerned about the develpoment.

2 3.7 3.7 3.77 13.0 13.0 16.7

37 68.5 68.5 85.28 14.8 14.8 100.0

54 100.0 100.0

Strongly disagreeDisagreeAgreeStrongly agreeTotal


CumulativePercent

44

4.9 Chart showing whether the management is concerned about employee development

INFERENCE

From the above chart, it shows that 3.7% of employees strongly disagrees, 13% of employees

disagree, 68.5% of employees agree and 14.8% of employees strongly agree that the

Management / the immediate supervisor is concerned about the development of the employees.

4.10 Table showing whether the management coaches the employees to perform better

Management coaches to perform better

2 3.7 3.7 3.77 13.0 13.0 16.7

35 64.8 64.8 81.510 18.5 18.5 100.054 100.0 100.0



CumulativePercent

45

4.10 Chart showing whether the management coaches the employees to perform better

INFERENCE



Management / the immediate supervisor help in coaching people to perform better

4.11 Table showing whether the management delegates the work effectively and efficiently to the employees

Management delegates the work effectively and efficiently

4 7.4 7.4 7.47 13.0 13.0 20.4

37 68.5 68.5 88.96 11.1 11.1 100.0

54 100.0 100.0



CumulativePercent

46

4.11 Chart showing whether the management delegates the work effectively and efficiently to the employees

INFERENCE



Management / the immediate supervisor delegates the work effectively and efficiently through

the managers

4.12 Table showing whether the management motivates the employees to achieve their goal.

Management motivates to achieve their goal

9 16.7 16.7 16.730 55.6 55.6 72.215 27.8 27.8 100.054 100.0 100.0

DisagreeAgreeStrongly agreeTotal


CumulativePercent

47

4.12 Chart showing whether the management motivates the employees to achieve their goal.

INFERENCE



Management / the immediate supervisor motivates the employees to achieve their goals.

4.13 Table showing whether the management listens and conveys ideas to the employees.

Management listens and conveys ideas

5 9.3 9.3 9.333 61.1 61.1 70.416 29.6 29.6 100.054 100.0 100.0



CumulativePercent

48

4.13 Chart showing whether the management listens and conveys ideas to the employees.

INFERENCE

From the above chart, it shows that 0% of employees strongly disagrees, 9.3% of employees


Management / the immediate supervisor effectively listens, receives and conveys ideas to the

employees.

4.14 Table showing whether the management helps the employees to take initiative

Management helps to take intiative

2 3.7 3.7 3.77 13.0 13.0 16.7

35 64.8 64.8 81.510 18.5 18.5 100.054 100.0 100.0



CumulativePercent

49

4.14 Chart showing whether the management helps the employees to take initiative

INFERENCE



Management / the immediate supervisor helps the employee to take the initiative to meet the

internal and external customer needs in a timely and politely

4.15 Table showing whether management considers the ability of the employees as a leader.

Management considers the ability as a leader

2 3.7 3.7 3.78 14.8 14.8 18.5

35 64.8 64.8 83.39 16.7 16.7 100.0

54 100.0 100.0



CumulativePercent

50

4.15 Chart showing whether management considers the ability of the employees as a leader.

INFERENCE

From the above chart, it shows that 3.7% of employees strongly disagrees, 14.8% of employees


Management / the immediate supervisor considers the employee's ability as a leader to direct the

operations, activity and performance of others

4.16 Table showing whether management creates

ability to analyze problems or procedures

Management creates ability to analyze problems or procedures.

1 1.9 1.9 1.912 22.2 22.2 24.129 53.7 53.7 77.812 22.2 22.2 100.054 100.0 100.0



CumulativePercent

51

4.16 Chart showing whether management creates

ability to analyze problems or procedures

INFERENCE



Management / the immediate supervisor creates ability to analyze problems or procedures,

evaluate alternatives, and select the best course of action and to use logic and common sense in

decision making

4.17 Table showing whether the management demonstrates the work methods to the employees

Management demonstrates the managements work methods

3 5.6 5.6 5.68 14.8 14.8 20.4

28 51.9 51.9 72.215 27.8 27.8 100.054 100.0 100.0



CumulativePercent

52

4.17 Chart showing whether the management demonstrates the work methods to the employees

INFERENCE



Management / the immediate supervisor demonstrates the effective management work methods

and how to achieve expected results.

4.18 Table showing whether the management encourages the employees

Management encourages the employee

6 11.1 11.1 11.133 61.1 61.1 72.215 27.8 27.8 100.054 100.0 100.0



CumulativePercent

53

4.18 Chart showing whether the management encourages the employees

INFERENCE

From the above chart, it shows that 0% of employees strongly disagrees, 11.1% of employees

disagree, 27.861.1% of employees agree and 27.8% of employees strongly agree that the

Management / the immediate supervisor encourages the employee to produce the expected

quality and quantity of assignments

4.19 Table showing whether the management uses appraisal methods to express their view honestly

54

Management uses appraisal methods to express the view honestly

4 7.4 7.4 7.49 16.7 16.7 24.1

31 57.4 57.4 81.510 18.5 18.5 100.054 100.0 100.0



CumulativePercent

4.19 Chart showing whether the management uses appraisal methods to express their view honestly

INFERENCE



Management / the immediate supervisor uses the appraisal methods to express the employee’s

views honestly.

4.20 Table showing whether the management provides ability to set high class standards

55

Management provides ability to set high class standards.

5 9.3 9.3 9.37 13.0 13.0 22.2

29 53.7 53.7 75.913 24.1 24.1 100.054 100.0 100.0



CumulativePercent

4.20 Chart showing whether the management provides ability to set high class standards

INFERENCE



Management / the immediate supervisor provides ability to set high class standards to ensure

quality of work

4.21 Table showing whether the management ensures the volume of work according to the accuracy of the employee.

56

Management ensures the volume of work according the accuracy.

6 11.1 11.1 11.15 9.3 9.3 20.4

29 53.7 53.7 74.114 25.9 25.9 100.054 100.0 100.0



CumulativePercent

4.21 Chart showing whether the management ensures the volume of work according to the accuracy of the employee.

INFERENCE

From the above chart, it shows that 11.1% of employees strongly disagrees, 9,3% of employees

disagree, 51.9% of employees agree and 25.9% of employees strongly agree that The

Management / the immediate supervisor ensures the volume of work produced by the employee,

is according to his or her speed, accuracy and retaining the level of output.

4.22 Table showing whether the management maintains safety standards to the employees

57

Management maintains safety standards to the employee

3 5.6 5.6 5.67 13.0 13.0 18.5

33 61.1 61.1 79.611 20.4 20.4 100.054 100.0 100.0



CumulativePercent

4.22 Chart showing whether the management maintains safety standards to the employees

INFERENCE



Management / the immediate supervisor maintains and observes safety and health standards to

the employee..

4.23 Table showing whether the management demonstrates steadiness of mind to the employees in stressful situations

58

Management demonstrates steadiness of mind in stressful situations.

4 7.4 7.4 7.45 9.3 9.3 16.7

32 59.3 59.3 75.913 24.1 24.1 100.054 100.0 100.0



CumulativePercent

4.23 Chart showing whether the management demonstrates steadiness of mind to the employees in stressful situations

INFERENCE



Management / the immediate supervisor demonstrates steadiness of mind and good judgment in

stressful situations..

4.24 Table showing whether the management demonstrates the employees how to manage time with the work

59

Management demonstrates how to manage time with the work.

2 3.7 3.7 3.77 13.0 13.0 16.7

32 59.3 59.3 75.913 24.1 24.1 100.054 100.0 100.0



CumulativePercent

4.24 Chart showing whether the management demonstrates the employees how to manage time with the work

INFERENCE



Management / the immediate supervisor demonstrates how to effectively manage time with the

work.

60

4.25 Table showing whether the management makes the employees build work relationships

Management makes the employees build work relationships.

1 1.9 1.9 1.911 20.4 20.4 22.233 61.1 61.1 83.39 16.7 16.7 100.0

54 100.0 100.0



CumulativePercent

4.25 Chart showing whether the management makes the employees build work relationships

INFERENCE



Management / the immediate supervisor makes the employee build and maintain work

relationships.

61

4.26 Table showing whether the management demonstrates to the employees the knowledge required to perform the job

Management demonstrates knowledge required to perform the job.

2 3.7 3.7 3.78 14.8 14.8 18.5

37 68.5 68.5 87.07 13.0 13.0 100.0

54 100.0 100.0



CumulativePercent

4.26 Chart showing whether the management demonstrates to the employees the knowledge required to perform the job

INFERENCE


disagree, 68.5% of employees agree and 13% of employees strongly agree that the Management /

the immediate supervisor demonstrates technical, administrative, managerial, supervisory, or

other specialized knowledge required to perform the job.

62

4.27 Table showing whether the management helps the employees to show understanding to the problems of others.

Management helps to show understanding to the problems of others.

4 7.4 7.4 7.46 11.1 11.1 18.5

33 61.1 61.1 79.611 20.4 20.4 100.054 100.0 100.0



CumulativePercent

4.27 Chart showing whether the management helps the employees to show understanding to the problems of others

INFERENCE



Management / the immediate supervisor helps the employee to show understanding and

responsibility to the needs and the problems of others.

63

4.28 Table showing whether the management advices the employees to work well in a team setting

Management advices to work well in a team setting.

1 1.9 1.9 1.96 11.1 11.1 13.0

31 57.4 57.4 70.416 29.6 29.6 100.054 100.0 100.0



CumulativePercent

4.28 Chart showing whether the management advices the employees to work well in a team setting

INFERENCE



Management / the immediate supervisor advices the employee to work well in a team setting..

64

4.29 Table showing whether the management encourages the employees to work with cooperation.

Management encourages to work with cooperation.

2 3.7 3.7 3.74 7.4 7.4 11.1

31 57.4 57.4 68.517 31.5 31.5 100.054 100.0 100.0



CumulativePercent

4.29 Chart showing whether the management encourages the employees to work with cooperation.

INFERENCE



Management / the immediate supervisor encourages employee to work cooperatively with

customers, co-workers and the public.

65

4.30 Table showing whether the management is concerned of employees seeking the best of materials and staff.

Management is concerned in seeking the best use of materials.

4 7.4 7.4 7.45 9.3 9.3 16.7

35 64.8 64.8 81.510 18.5 18.5 100.054 100.0 100.0



CumulativePercent

4.30 Chart showing whether the management is concerned of employees seeking the best of materials and staff.

INFERENCE


disagree, 64.8% of employees agree and 18.5% of employees strongly agree that The

Management / the immediate supervisor is concerned of employee’s seeking best use of

materials, and to maximize efficiency and effectiveness use of staff.

66

4.31 CORRELATION

Correlations

1 .656** .448** .531** .208. .000 .001 .000 .132

54 54 54 54 54.656** 1 .698** .670** .494**.000 . .000 .000 .000

54 54 54 54 54.448** .698** 1 .478** .191.001 .000 . .000 .167

54 54 54 54 54

.531** .670** .478** 1 .386**

.000 .000 .000 . .00454 54 54 54 54

.208 .494** .191 .386** 1

.132 .000 .167 .004 .54 54 54 54 54

Pearson CorrelationSig. (2-tailed)NPearson CorrelationSig. (2-tailed)NPearson CorrelationSig. (2-tailed)N

Pearson CorrelationSig. (2-tailed)NPearson CorrelationSig. (2-tailed)N

Management coachesto perform better

OVERALL

Management advicesto work well in a teamsetting.

Management makesthe employees buildwork relationships.

Management helps toshow understanding tothe problems of others.

Managementcoaches to

perform better OVERALL

Managementadvices to

work well in ateam setting.

Managementmakes theemployeesbuild work

relationships.

Managementhelps to showunderstandin

g to theproblems of

others.

Correlation is significant at the 0.01 level (2-tailed).**.

Overall level vs. management coaches to perform better

Ho: There is no correlation between overall satisfaction and management coaches better.

H1: There is a correlation between overall satisfaction and management coaches better.

Significance level is .000 which is lesser than .05, therefore H1 is accepted.

Pearson correlation is .656 which is in between 0.3 to 0.7, so it is correlated.

Overall level vs. management advices to work well in a team setting.

Ho: There is no correlation between overall satisfaction and management advices to work

well in a team setting.

H1: There is a correlation between overall satisfaction and management advices to work

well in a team setting.



67

Overall level vs. management makes the employees build work relationship.

Ho: There is no correlation between overall satisfaction and management makes the

employees build work relationship.

H1: There is a correlation between overall satisfaction and management makes the

employees build work relationship.



Overall level vs. management helps to show understanding to the problem of others.

Ho: There is no correlation between overall satisfaction and management helps to show

understanding to the problem of others.

H1: There is a correlation between overall satisfaction and management helps to show




68

4.32 REGRESSION

Coefficientsa

.797 .192 4.159 .000

.190 .046 .324 4.099 .000

.217 .070 .320 3.092 .003

.134 .088 .209 1.529 .133

.181 .066 .298 2.719 .009

(Constant)Management helps toshow understanding tothe problems of others.Management advices towork well in a teamsetting.Management encouragesto work with cooperation.Management isconcerned in seeking thebest use of materials.

Model1

B Std. Error

UnstandardizedCoefficients

Beta

StandardizedCoefficients

t Sig.

Dependent Variable: OVERALLa.

The overall satisfaction vs. management helps to show understanding to the

problem of others.

Ho: The overall satisfaction does not depend on management helps to show


H1: The overall satisfaction depends on management helps to show understanding to the

problem of others.

Ho is rejected because the significance level is .000 which is less than .05. It is

correlated.

The overall satisfaction vs. management advices to work well in a team setting.

Ho: The overall satisfaction does not depend on management advices to work well in a

team setting.

H1: The overall satisfaction depends on management advices to work well in a team

setting.

Ho is rejected because the significance level is .003 which is less than 0.05 and so

it is correlated.

69

The overall satisfaction vs. management encourages working cooperation.

Ho: The overall satisfaction does not depend on management encourages working

cooperation.

H1: The overall satisfaction depends on management encourages working cooperation.

Ho is accepted because the significance level is .113 which is greater than 0.05

and so it is correlated.

The overall satisfaction vs. management is concerned in seeking the best using of

materials.

Ho: The overall satisfaction does not depend on management is concerned in seeking the

best using of materials.

H1: The overall satisfaction depends on management is concerned in seeking the best

using of materials.

Ho is rejected because the significance level is .009 which is less than 0.05 and so

it is correlated.

70

Chapter V

71

SUMMARY OF FINDING, RECOMMENDATION AND

CONCLUSION Chapter V

Summary of Findings, Suggestions and Conclusion:

5:1 FINDINGS

The preceding chapter dealt with analysis of data collected for the study. Based on the

analysis, many interesting finding has emerged .This chapter deals with the major findings of the

study

In this study shows 68.5% of employees agree that the Management / the immediate

supervisor is concerned about the development of the employees.


supervisor help in coaching people to perform better


supervisor delegates the work effectively and efficiently through the managers


supervisor motivates the employees to achieve their goals.

72


supervisor effectively listens, receives and conveys ideas to the employees.


supervisor helps the employee to take the initiative to meet the internal and external

customer needs in a timely and politely


supervisor considers the employee's ability as a leader to direct the operations, activity

and performance of others


supervisor creates ability to analyze problems or procedures, evaluate alternatives, and

select the best course of action and to use logic and common sense in decision making


supervisor demonstrates the effective management work methods and how to achieve

expected results


supervisor encourages the employee to produce the expected quality and quantity of

assignments


supervisor uses the appraisal methods to express the employee’s views honestly.


supervisor provides ability to set high class standards to ensure quality of work

In this study shows 51.9% of employees agree that The Management / the immediate

supervisor ensures the volume of work produced by the employee, is according to his or

her speed, accuracy and retaining the level of output.


supervisor maintains and observes safety and health standards to the employee..

73


supervisor demonstrates steadiness of mind and good judgment in stressful situations..


supervisor demonstrates how to effectively manage time with the work.


supervisor makes the employee build and maintain work relationships.


supervisor demonstrates technical, administrative, managerial, supervisory, or other

specialized knowledge required to perform the job.


supervisor helps the employee to show understanding and responsibility to the needs and

the problems of others


supervisor advices the employee to work well in a team setting..


supervisor encourages employee to work cooperatively with customers, co-workers and

the public

In this study shows 64,8% of employees agree that the Management / the immediate

supervisor is concerned of employee’s seeking best use of materials, and to maximize

efficiency and effectiveness use of staff

74

5:2 RECOMMENDATIONS

An innovative system could not only increase the performance of the staff, but also help

them to work together, with common goals and fewer obstacles.

It could help people to comment on others' performance and perceived problems more

freely.

They can bring out things which are normally never spoken, reducing tension, improving

communications, and most likely raising the employees' (or the manager's) performance

considerably.

Involve your employees in the process. If they design the new performance appraisal

system, they may be more dedicated to it--and both you and your employees can reap the

benefits.

It is advisable for the company to have various appraisal systems because all the

employees need not like the same kind of performance appraisal system.

The company should listen to the employees expectations.

75

5:3 CONCLUSION

360-degree feedback is sometimes referred to as multi-rater appraisals, multi-source

feedback or 360 degree profiling. It is essentially a process, which enables a person to receive

feedback from a number of people around them. The purpose of the feedback is usually varied

from organisation to organisation. 360-degree feedback not only acts as tool for organisational

development but also to help an individual determine areas they need to develop. The success of

the appraisal depends on the transparency and clear objectives of its need and its clear cut

intimation to the employees even at the bottom level of the organisation.

76

BIBLIOGRAPHY

BIBLIOGRAPHY

Websites: www.wikipedia.org

www.performance-appraisal.com/intro.htm

www.licindia.com

www.search.eps.net

Books:

Aswathappa. (1995), 'Human Resource and Personnel Management', New Delhi.

Niehoff, B.P. Enz, C.A. and Grover,R.A. (1990) " The Impact of Top management Actions of

Employee Attitude and perceptions," Group and Organisations Studies,15,(3) P; 337-352.

Macgregor, D. (1972), "An Uneasy Look at Performance Appraisal Business", Harvard

Review, September/October, pp. 133-138.

78

http://www.search.eps.net/

http://www.performance-appraisal.com/intro.htm

http://www.wikipedia.org/

Meyer, H.H., Emmanuel, K. and French, R.P.J. (1966), "Split Roles in Performance Appraisal"

Harvard Business Review, Vol. 44, No. 3, May,/June, p. 106.

79

ANNEXUREANNEXURE

Dear Sir / Madam,

Greetings to you. I wish to introduce myself as J. Jackson Jeevaraj, Student,

Karunya School of Management, Karunya University, Coimbatore. Currently I am pursuing my

MBA degree. Regarding my Summer Project, I am interested to do a project under the title “360

Degree Performance Appraisal .” I sincerely appreciate your favourable gesture and kind

cooperation extend to me in this regard. I assure you that the information you provide will and

used for my project purpose only and will be kept confidential.

------------------------------------------------------------------------------------------------------------

Questionnaire on 360 Degree Performance Appraisal

at Life Insurance Corporation of India, Neyyattinkara,

Part – I: ( Personal Information )

1. Name :

80

2. Job Cadre :

3. Sex Male Female

4. Age group below 30 31 – 50 above 50

5. Marital Status Married Unmarried

6. Type of family Nuclear family Joint family

7. No. of family members Up to 2 3 – 4 above 4

8. Place of residence Urban Rural Semi-Urban

9. Years of job experience below 5 6 – 15 16 – 20 above 20

Part – II:

The following are the questions to obtain feedback from the employees ( self ) regarding

the 360 degree Performance Appraisal given to them by : Peers , Subordinates, Team

Members , Superiors and Customers. Respondents are requested to read through the questions

and mark in the appropriate boxes of the four – point rating scale.

Please remember the scale as:

A = Strongly Disagree

B = Disagree

C = Agree

D= Strongly Agree

10. The Management / the immediate supervisor is concerned about the development of the

employee’s.

A. B. C. D.

81

11. The Management / the immediate supervisor help in coaching people to perform better.

A B. C. D.

12. The Management / the immediate supervisor delegates the work effectively and

efficiently through the managers.

A B. C. D.

13. The Management / the immediate supervisor motivates the employees to achieve their

goals.

A B. C. D.

14. The Management / the immediate supervisor effectively listens, receives and conveys

ideas to the employees.

A B. C. D.

15. The Management / the immediate supervisor helps the employee to take the initiative to

meet the internal and external customer needs in a timely and politely.

A B. C. D.

16. The Management / the immediate supervisor considers the employee's ability as a leader

to direct the operations, activity and performance of others.

A B. C. D.

17. The Management / the immediate supervisor creates ability to analyze problems or

procedures, evaluate alternatives, and select the best course of action and to use logic and

common sense in decision making..

82

A B. C. D.

18. The Management / the immediate supervisor demonstrates the effective management

work methods and how to achieve expected results.

A B. C. D.

19. The Management / the immediate supervisor encourages the employee to produce the

expected quality and quantity of assignments.

A B. C. D.

20. The Management / the immediate supervisor uses the appraisal methods to express the

employee’s views honestly.

A B. C. D.

21. The Management / the immediate supervisor provides ability to set high class standards

to ensure quality of work.

A B. C. D.

22. The Management / the immediate supervisor ensures the volume of work produced by the

employee, is according to his or her speed, accuracy and retaining the level of output.

A B. C. D.

23. The Management / the immediate supervisor maintains and observes safety and health

standards to the employee.

A B. C. D.

24. The Management / the immediate supervisor demonstrates steadiness of mind and good

judgment in stressful situations.

83

A B. C. D.

25. The Management / the immediate supervisor demonstrates how to effectively manage

time with the work.

A B. C. D.

26. The Management / the immediate supervisor makes the employee build and maintain

work relationships.

A B. C. D.

27. The Management / the immediate supervisor demonstrates technical, administrative,

managerial, supervisory, or other specialized knowledge required to perform the job.

A B. C. D.

28. The Management / the immediate supervisor helps the employee to show understanding

and responsibility to the needs and the problems of others.

A B. C. D.

29. The Management / the immediate supervisor advices the employee to work well in a team

setting.

A B. C. D.

30. The Management / the immediate supervisor encourages employee to work cooperatively

with customers, co-workers and the public.

A B. C. D.

84

31. The Management / the immediate supervisor is concerned of employee’s seeking best use

of materials, and to maximize efficiency and effectiveness use of staff.

A B. C. D.

THANK YOU FOR SPARING YOUR VALUABLE TIME.

85

360 Degree Performance Appraisal

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