1.

Name of Student

2. Father’s Name

3. Student ID/ Roll No

4. Class (Sem.)

5. Subject (Course) Code

6. Subject (Course) Name

7. Topic

8. No of Pages

9. Student Signature & Date

Declaration

I hereby declare that the project entitled on performance appraisal of Publicis Sapient

submitted by me, in partial fulfillment of the requirements for award of the degree of MBA at

1
Guru Nanak Dev University, Amritsar, is work turned out by me and has not been submitted

to any university/institute for award of any degree/ diploma.

Date: 28/08/ 2022

(MBA 1st Sem)

Acknowledgment

I would like to express my gratitude and appreciation to all those who gave me the

possibility to complete this project report. This would not have completed this project without

2
the help, guidance and support of certain people who acted as guides and friends along the

way. I would like to express my deepest and sincere thanks to my manager Mr. Mayank

Aggarwal, for his invaluable guidance and help. The project could not be completed without

his support and guidance. I am also thankful to Mr. Anuj Bhatia my friend for his help in

completing the project. They acted as a continuous source of inspiration and motivated me

throughout the duration of the project helping me a lot in completing this project.

I would like to express our immense gratitude towards our institution Guru Nanak Dev

University Amritsar, for giving me the opportunity to work on such a knowledgeable and

insightful research project. I am very much thankful to our internal guide professors for

extending their cooperation of project.

Date – 28/08/ 2022

(MBA 1st Sem)

List of Tables

S. No. Table Name Page No

3
 1. Performance Management System at a 30

Glance in Sapient

2. Awareness with the current performance 34

appraisal system of Sapient

3. Performance appraisal of employees is 35

assessed

4. Objective while appraising the performance 36

5. Quarterly task setting assignment weather 37

completed by the 15 th of first month of each

quarter

6. Effectiveness of appraisal 38

7. Responsibility of Performance Appraisal 39

System

8. Appraisers Skills 40

9. Feedback on performance appraisal 41

10. Importance of feedback in Performance 42

Appraisal

11. Effectiveness of current performance 43

appraisal system

12. Performance appraisal system reflect the 44

training

13. Relevance performance appraisal system 45

14. Performance appraisal system ensures due 46

recognition talented employees

15. Existing PMS help full in wholesome 47

4
 development of employees

16. Satisfaction On Performance Appraisal 48

17. How much PMS is responsible for Individual 49

Development

18. Suggestions 53-55

List of Figures

S. No. Name of Figure Page No

1. Levels of Performance Management 12

5
2. Publicis Sapient Logo 17

3. Strategic Themes for growth at PS 28

4. Career Conversations 28

5. EYP Objectives 29

6. Growth Network at PS 30

7. Pie Chart 1 31

8. Graph 1 32

9. Graph 2 33

10. Pie Chart 2 34

11. Graph 3 35

12. Graph 4 40

13. Graph 5 40

14. Pie Chart 3 41

15. Graph 6 42

16. Graph 7 43

17. Pie Chart 4 44

18. Graph 8 45

19. Graph 9 46

20. Graph 10 47

21. Pie Chart 5 48

22. Graph 11 49

Introduction

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Performance management is a broad concept that involves understanding and acting on the

performance issues at each level of organization, from individuals, teams and departments to

the organization itself. These issues include leadership, decision making, motivation,

encouraging innovation and risk taking among others. Performance management is a

continuous process of identifying, measuring and developing the performance of individuals

and teams and aligning performance with the strategic goals of the organization. It is the

systematic description of an employee’s strengths and weaknesses. Performance management

may be undertaken at various levels of government and its purpose may differ depending on

the level at which is it implemented. For example, it can be used to improve the performance

of individual units (such as particular schools, hospitals, police forces). This may or may not

be linked to ‘best practice’ exercises, in which the best performing units are used as an

example for others to follow. It can be used as part of an attempt to improve the performance

of the overall organization. A definition of performance management given by the Second

Administrative Reforms Commission is as follows:

“Performance management is the systematic process by which the organization involves

its employees, as individuals and members of a group, in improving organizational

effectiveness in the accomplishment of organizational mission and goals.”

Performance management, also referred to as a performance review, performance evaluation,

(career) development discussion, or employee appraisal is a method by which the job

performance of an employee is documented and evaluated. Performance appraisals are a part

of career development and consist of regular reviews of employee performance within

organizations. Annual performance reviews have been criticized as providing feedback too

infrequently to be useful, and some critics argue performance reviews in general do more

harm than good. A performance management process is a systematic, general, and periodic

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process that assesses an individual employee's job performance and productivity in relation to

certain pre- established criteria and organizational objectives. Other aspects of individual

employees are considered as well, such as organizational citizenship behavior,

accomplishments, potential for future improvement, strengths, and weaknesses, etc. To

collect performance data, there are three main methods: objective production, personnel, and

judgmental evaluation. Judgmental evaluations are the most used with a large variety of

evaluation methods. Historically, PA has been conducted annually (long-cycle appraisals);

however, many companies are moving towards shorter cycles (every six 10months, every

quarter), and some have been moving into short-cycle (weekly, bi-weekly) PA. The interview

could function as "providing feedback to employees, counseling and developing employees,

and conveying and discussing compensation, job status, or disciplinary decisions". PA is

often included in performance management systems. PA helps the subordinate answer two

key questions: first, "What are your expectations of me?" second, "How am I doing to meet

your expectations?

Performance management systems are employed "to manage and align" all the organization's

resources in order to achieve highest possible performance. "How performance is managed in

an organization determines to a large extent the success or failure of the organization.

Therefore, improving PA for everyone should be among the highest priorities of

contemporary organizations". Some applications of PA are compensation, performance

improvement, promotions, termination, test validation, and more. While there are many

potential benefits of PA, there are also some potential drawbacks. For example, PA can help

facilitate management- employee communication; however, PA may result in legal issues if

not executed appropriately, as many employees tend to be unsatisfied with the PA process.

PAs created in and determined as useful in the United States are not necessarily able to be

transferable cross-culturally. A central reason for the utilization of performance appraisals

8
(PAs) is performance improvement ("initially at the level of the individual employee, and

ultimately at the level of the organization"). Other fundamental reasons include "as a basis for

employment decisions (e.g. promotions, terminations, transfers), as criteria in research (e.g.

test validation), to aid with communication (e.g. allowing employees to know how they are

doing and organizational expectations), to establish personal objectives for training"

programs, for transmission of objective feedback for personal development, "as a means of

documentation to aid in keeping track of decisions and legal requirements and in wage and

salary. Additionally, PAs can aid in the formulation of job criteria and selection of

individuals "who are best suited to perform the required organizational tasks". A PA can be

part of guiding and monitoring employee career development. PAs can also be used to aid in

work motivation through the use of reward system

What Is a Performance Management?

A performance Management is a regular review of an employee's job performance and

overall contribution to a company. Also known as an "annual review," "performance review

or evaluation," or "employee appraisal," a performance appraisal evaluates an employee’s

skills, achievements and growth, or lack thereof. Companies use performance appraisals to

give employees big-picture feedback on their work and to justify pay increases and bonuses,

as well as termination decisions. They can be conducted at any given time but tend to be

annual, semi- annual or quarterly.

Why Companies do Performance Management & Appraisals

Because companies have a limited pool of funds from which to award raises and

bonuses, performance appraisals help determine how to allocate those funds. They

provide a way for companies to determine which employees have contributed the most to

the company’s growth so companies can reward their top-performing employees

9
accordingly. Performance appraisals also help employees and their managers create a

plan for employee development through additional training and increased

responsibilities, as well as to identify shortcomings the employee could work to resolve.

Ideally, the performance appraisal is not the only time during the year that managers and

employees communicate about the employee’s contributions. More frequent

conversations help keep everyone on the same page, develop stronger relationships

between employees and managers, and make annual reviews less stressful.

Performance Management System:-

An effective performance management system includes the following components:

1. Performance Planning

Performance planning is the first crucial component of any performance management

process which forms the basis of performance appraisals. Performance planning is

jointly done by the appraisee and the appraiser in the beginning of a performance

session. During this period, the employees decide upon the targets and the key

performance areas which can be performed over a year within the performance budget.

That is finalized after a mutual agreement between the reporting officer and the

employee.

2. Performance Appraisal and Reviewing

The appraisals are normally performed twice in a year in an organization in the form of

mid reviews and annual reviews which is held in the end of the financial year. In this

process, the appraisee first offers the self-filled up ratings in the self-appraisal form and

also describes his/her achievements over a period of time in quantifiable terms. After the

self-appraisal, the final ratings are provided by the appraiser for the quantifiable and

10
measurable achievements of the employee being appraised. The entire process of review

seeks an active participation of both the employee and the appraiser for analyzing the

causes of loopholes in the performance and how it can be overcome. This has been

discussed in the performance feedback section.

3. Feedback on the Performance followed by personal counseling and

performance facilitation

Feedback and counseling is given a lot of importance in the performance management

process. This is the stage in which the employee acquires awareness from the appraiser

about the areas of improvements and also information on whether the employee is

contributing the expected levels of performance or not. The employee receives an open

and very transparent feedback and along with this the training and development needs of

the employee is also identified. The appraiser adopts all the possible steps to ensure that

the employee meets the expected outcomes for an organization through effective

personal counseling and guidance, mentoring and representing the employee in training

programs which develop the competencies and improve the overall productivity.

4. Rewarding good performance

This is a very vital component as it will determine the work motivation of an employee.

During this stage, an employee is publicly recognized for good performance and is

rewarded. This stage is very sensitive for an employee as this may have a direct

influence on the self-esteem and achievement orientation. Any contributions duly

recognized by an organization helps an employee in coping up with the failures

successfully and satisfies the need for affection.

5. Performance Improvement Plans

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 In this stage, fresh set of goals are established for an employee and new deadline is

provided for accomplishing those objectives. The employee is clearly communicated

about the areas in which the employee is expected to improve, and a stipulated deadline

is also assigned within which the employee must show this improvement. This plan is

jointly developed by the appraisee and the appraiser and is mutually approved.

Performance Management Types :-

Most performance management & reviews are top-down, meaning supervisors evaluate

their staff with no input from the subject. But there are other types:

 Self-assessment: Individuals rate their job performance and behavior.

 Peer assessment: An individual's work group rates his performance.

 360-degree feedback assessment: Includes input from an individual, her

supervisor and her peers.

 Negotiated appraisal: A newer trend, utilizes a mediator and attempts to moderate

the adversarial nature of performance evaluations by allowing the subject to

present first. Also focuses on what the individual is doing right before any

criticism is given. This structure tends to be useful during conflicts between

subordinates and supervisors

Performance Management Criticism

An issue with performance management is that differentiating individual and

organizational performance can be difficult. And if the evaluation's construction doesn't

reflect the culture of a company or organization, it can be detrimental. Employees report

general dissatisfaction with their performance appraisal processes. Other potential issues

include:

12
 Distrust of the appraisal can lead to issues between subordinates and supervisors or a

situation in which employees merely tailor their input to please their employer.

 Performance appraisals can lead to the adoption of unreasonable goals that demoralize

workers or incentivize them to engage in unethical practices.

 Some labor experts believe that use of performance appraisals has led to lower use of

merit- and performance-based compensation.

 Performance appraisals may lead to unfair evaluations in which employees are judged

not by their accomplishments but by their likeability. They can also lead to managers

giving underperforming staff a good evaluation to avoid souring their relationship.

 Unreliable raters can introduce a number of biases that skew appraisal results toward

preferred characteristics or ones that reflect the rater's preferences.

 Performance appraisals that work well in one culture or job function may not be useful

in another.

Fig. Performance Management Study

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 Objectives Of Performance Management
Providing Feedback: Providing feedback is the most common justification for an

organization to have a performance appraisal system. Through its performance appraisal

process the individual learns exactly how well he/she did during the previous twelve

months and can then use that information to improve his/her performance in the future. In

this regard, performance appraisal serves another important purpose by making sure that

the boss’s expectations are clearly communicated.

Facilitating Promotion Decisions: Almost everyone in an organization wants to get

ahead. How should the company decide who gets the brass rings? Performance appraisal

makes it easier for the organization to make good decisions about making sure that the

most important positions are filled by the most capable individuals.

Rightsizing or Downsizing Decisions: If promotions are what everybody wants, layoffs

are what everybody wishes to avoid. But when economic realities force an organization to

downsize, performance appraisal helps make sure that the most talented individuals are

retained and to identify poor performers who effects the productivity of the organisation.

(India's largest software services provider PUBLICIS SAPIENT axed 1,000 jobs in the

country due to non-performance by its employees.

Motivating Superior Performance: This is another classic reason for having a

performance appraisal system. Performance appraisal helps motivate people to deliver

superior performance in several ways. First, the appraisal process helps them learn just

what it is that the organization considers to be ‘‘superior.’’ Second, since most people

want to be seen as superior performers, a performance appraisal process provides them

with a means to demonstrate that they actually are. Finally, performance appraisal

14
encourages employees to avoid being stigmatized as inferior performers.

Setting and Measuring Goals: Goal setting has consistently been demonstrated as a

management process that generates superior performance. The performance appraisal

process is commonly used to make sure that every member of the organization sets and

achieves effective goals.

Counseling Poor Performers: Not everyone meets the organization’s standards.

Performance appraisal forces managers to confront those whose performance is not

meeting the company’s expectations.

Determining Compensation Changes: This is another classic use of performance

appraisal. Almost every organization believes in pay for performance. But how can pay

decisions be made if there is no measure of performance? Performance appraisal provides

the mechanism to make sure that those who do better work receive more pay.

Encouraging Coaching and Mentoring : Managers are expected to be good coaches to

their team members and mentors to their proteges. Performance appraisal identifies the

areas where coaching is necessary and encourages managers to take an active coaching

role.

Supporting Manpower Planning: Well-managed organizations regularly assess their

bench strength to make sure that they have the talent in their ranks that they will need for

the future. Companies need to determine who and where their most talented members are.

They need to identify the departments that are rich with talent and the ones that are

suffering a talent drought. Performance appraisal gives companies the tool they need to

make sure they have the intellectual horsepower required for the future.

 To review the performance of the employees over a given period of time

15
 To judge the gap between the actual and the desired performance.

 To help the management in exercising organizational control.

 Helps to strengthen the relationship and communication between superior –

subordinates and management – employees.

 To diagnose the strengths and weaknesses of the individuals so as to identify the

training and development needs of the future.

 To provide feedback to the employees regarding their past performance.

 Provide information to assist in the other personal decisions in the organization.

 Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.

 To judge the effectiveness of the other human resource functions of the organization

such as recruitment, selection, training and development.

 To reduce the grievances of the employees.

16
 Objective of the Study

Primary Objective:

o To study the Performance Management System followed by Publicis Sapient.

o To study and analyze the satisfaction level of employees towards performance

management system.

o To study the impact of performance management of the employee.

o To know the effects of performance management on career development of

employees.

Secondary Objective:

 To study the history of Publicis Sapient

 To understand the organizational development of Publicis Sapient.

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Process:

Job Analysis: - Job analysis the proper start to a recruitment effort is to perform a job
analysis, to document the actual or intended requirement of the job to be performed. This
information is captured in a job description and provides the recruitment effort with the
boundaries and objectives of the search. Oftentimes a company will have job descriptions
that represent a historical collection of tasks performed in the past. These job descriptions
need to be reviewed or updated prior to a recruitment effort to reflect present day
requirements. Starting recruitment with an accurate job analysis and job description
ensures the recruitment effort starts off on a proper track for success. Job analysis defines
the duties and human requirements of the company’s jobs. The next step is to recruit and
select employees. We can envision the recruitment effort starts off on a proper track for
success.

 Decide the positions to fill, through personnel planning and forecasting.

 Build a pool of candidates or these jobs, by recruiting internal or external

candidate.

 Have candidates’ complete application forms and perhaps undergo initial

screening interviews.

 Use selection tools like tests, background investigations, and physical exams to
identify viable candidates.

 Decide who to make an offer to, by having the supervisor and perhaps others
interview the candidates.

Sourcing

 Advertising , a common part of the recruiting process, often encompassing multiple

media, such as the internet ,general newspaper , job ad newspapers, professional
publications, window advertisements, job centers, and campus graduate recruitment
programs .

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 Recruiting research , which is the proactive identification of relevant talent who may
not respond to job postings and other recruitment advertising methods done in the
initial research for so- called passive prospects, and also called name – generation,
result in a list of prospects who can then be contacted to solicit interest, obtain a
resume/cv, and be screened .

Screening And Selection

Suitability for a job is typically assessed by looking for skills, e.g. Communication,
typing, and computer skills. Qualifications may be shown through resumes , job
applications, interviews, educational or professional experience, the testimony of
references such as for software knowledge, typing skills , numeracy and literacy , through
psychological tests or employment testing. Other resume screening criteria may include
length of service, job titles and length of time at a job. In some countries, employers are
legally mandated to provide equal opportunity in hiring. Business management software
is used by many recruitment agencies to automate the testing process. Many recruiters and
agencies are using an applicant tracking system to perform many of the filtering tasks,
along with software tools for psychometric testing.

Onboarding

Onboarding is a team which describes the process of helping new employees becomes
productive members of an organization. A well- planned introduction helps new
employees become fully operational quickly and is often integrated with a new company
and environment. Onboarding is included in the recruitment process for retention
purposes. Many companies have Onboarding campaigns in hopes to retain top talent that
is new to the company; campaigns may last anywhere from I week to 6 months.

Planning Forecasting

Employment personnel planning:

The process of deciding what positions the firm will have to fill, and how to fill, and how
to fill them. The recruitment and selection process starts with employment or personal
planning. This is the process of deciding what positions the firm will have to fill, and how
to fill them. However, most firms call the process of deciding how to fill executive jobs
succession planning.

19
Internet recruitment and websites

Such sites have two main features: job boards and a resume/cv database. Jobs boards
allow member companies to post job vacancies. Alternatively, candidates can upload a
resume to be included in searches by member companies. Fees are charged for job
postings and access to search resumes. And since the late 1990s , the recruitment websites
has evolved to encompass end-to-end recruitment. Websites capture candidate details and
then pool them in clients accessed candidate management interfaces.

Process of Recruitment

Step 1. Identify vacancy.

Step 2. Prepare job description and person specification. Step 3. Advertising the vacancy.

Step 4. Managing the response. Step 5. Short- listing.

Step 6. Arrange interviews.

Step 7. Conducting interview and decision making. Advantages of Performance

Appraisal:-

 It helps the supervisors to chalk out the promotion programs for efficient employees.
In this regards, inefficient workers can be dismissed or demoted in case.

 The systematic procedure of PA helps the supervisors to frame training policies and
programs. It helps to analyze strengths and weaknesses of employees so that new jobs
can be designed for efficient employees. It also helps in framing future development
programs.

 It helps the supervisors to understand the validity and importance of the selection
procedure. The supervisors come to know the validity and thereby the strengths and
weaknesses of selection procedure. Future changes in selection methods can be made
in this regard.

 For an organization, effective communication between employees and employers is

very important.

 It serves as a motivation tool. Through evaluating performance of employees, a

person’s efficiency can be determined if the targets are achieved. This very well
motivates a person for better job and helps him to improve his performance in the

20
 future.

Disadvantages of Performance Appraisal:-

 If not done right, they can create a negative experience.

 Performance appraisals are very time consuming and can be overwhelming to

managers with many employees.

 They are based on human assessment and are subject to rater errors and biases.

 Can be a waste of time if not done appropriately.

 They can create a very stressful environment for everyone involved.

Performance Appraisal Criteria at Publicis Sapient:-

 To effect promotions based on competence and performance.

 To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

 To assess the training and development needs of employees.

 To decide upon a pay, raise where ( as in the unorganized sector) regular pay scales
have not been fixed.

 To let the employees, know where they stand insofar as their performance is
concerned and to assist them constructive criticism and guidance for the purpose of
their development.

 To improve communication. Performance appraisal provides a format for dialogue

between the superior and the subordinate and improves understanding of personal
goals and concerns. This can also have the effect of increasing the trust between the
rater and the rate.

 Finally, performance appraisal can be used to determine whether HR programmes

such a selection, training, and transfers have effective or not.

Enabling Your Potential – Performance Management System at Publicis Sapient:

EYP is people growth experience designed to help employees thrive. Whether one is

21
unlocking new possibilities for their career path, coaching team for greater impact, or
building their skills for the future, everyone play a vital role in our transformation—living
our Core Values through the Learning Mindset. Get started today!

Strategic Themes define impact and growth at PS:

Fig. 3. Strategic Theme for growth at PS

Tools for Performance Management:

1. Career Conversations: Career Conversations, our new platform with Publicis

Groupe, is designed to capture timely snapshots of your growth through the year.
Track and refine goals, gather feedback, and document regular Catch-ups with your
People Manager, all in one place.

Fig. Career Conversations

2. EYP activities help power continuous growth: Think of these inner rings as the
center axle of a wheel, creating energy to power your growth and performance during
the year. Most of your time and effort will focus on growth conversations like O3s
and Catch-ups, as well as goals, feedback, and recognition. If you and your People
Manager partner together in this work, you'll create the conditions for continuous

22
 growth and performance.

Fig. 5 EYP objectives

3. Your People Growth Network can support you along the way – you belong to
several different communities and a network of people to support your growth and
career journey. Take time with your People Manager to map your community and
identify people who can help you along the way.

23
 Fig 6. Growth Network at PS

Performance Management System At a Glance in Sapient:

Growth activities How it works

Quarterly Catchups Catch-up conversations happen quarterly so you and your People
Manager can exchange feedback, discuss goals, and align on
expectations. Document your Catch-ups in Career Conversations.

Annual Wrap-up Annual career journey conversation with your People Manager to
discuss your impact during the year and plan for the year to come. This
discussion is similar to an Impact Discussion from past years. Document
your Annual Wrap-up in Career Conversations.

Feedback Feedback can be exchanged with anyone at anytime and is saved in one
place, Career Conversations.

Informal feedback and coaching is encouraged in-the-moment, and in

O3s, team stand-ups and retrospectives.

Recognition Showing appreciation and recognizing others is another form of

24
 feedback! Say Thanks, congrats, and You're the Best, by sending a
Bravo Card or Core Value recognition.

Growth Plan Career growth begins with your ambitions. Growth Planning tools can
help you articulate your goals and the support you'll need to achieve
them.

Promotions Promotions happen throughout the year and are based on individual
readiness and business needs.

25
 Research Methodology

The study is a descriptive study. Questionnaire is designed to collect the data from

various employees and staff members of Publicis Sapient.

Aim:- Research is a systematic quest for knowledge. That means, techniques and frames of

reference by which a researcher approaches and carries out enquiry is known as

methodology. Data is an input for my project; likewise, the data has been collected from the

following sources. The inputs of the project were mainly accumulated through the primary

research and the secondary information. The primary information was gathered through

interactions and discussions with the employees of the Publicis Sapient Company. The

sources of secondary information were various books, magazines, articles and web. Once the

information was gathered, it was properly evaluated. Then inferences were carefully drawn

on the basis of pf the primary data collected after going through series of deliberations. The

output was thus produced. The goal of fulfillment of the objective of the project was thus

achieved.

Hypothesis:- The study uses a null hypothesis of performance appraisal of Publicis Sapient

employees is virtuous whereas the alternate hypothesis states that performance appraisal of

Publicis Sapient employees is unkind.

Research Design:- The study uses both primary and secondary data in need to fulfill the

objective and have a clear view. The primary data have been collected randomly from

employees working in Publicis Sapient over a long period of time. A set of questions were

interrogated to properly understand the performance appraisal system that is being carried out

in different ways. And they were assessed in the form of points, marks, and grade, not aware.

26
Tools:- standard tools have been used while conducting the study. Charts graphs have been

created using excel. As the sample size is small no extra statistical tools have been used.

Sample Size:- The primary data resolves around 30 individuals to whom a set of questions

were interrogated to properly understand the performance appraisal system that is being

carried out in different ways. And they were assessed in the form of points, marks, and grade,

not aware.

Procedure:- The study uses simple measures to evaluate the response of 30 employees of

Publicis Sapient to understand the performance appraisal procedure and the satisfaction level.

The consciousness among the employees has also been evaluated.

27
 Data Collection & Analysis:

Q.1 Awareness with the current performance appraisal system of Publicis Sapient?

Yes 20
No 10

Yes No

33%

67%

Fig7. Chart 1

Awareness with the current performance appraisal system of Sapient

Analysis Derived:

This pie chart is shows about 67% of employees are aware of current performance appraisal
system and about 33% are not aware of current performance appraisal system.

28
Awareness of performance appraisal system motivates to do the people in a better way.
Therefore, it is necessary that the management make all the employees aware of their
appraisal system.

Q2. Performance (Enabling Your Potential) of employees is assessed by-

Point 9
Mark 8
Grade 12
Not aware 0

9 8 12

Point Mar k Grade No t Aw ar e

Fig8. Graph 1

Performance appraisal of employees is assessed by

Analysis Derived:

29
The data resolves around 30 individuals to whom a set of questions were interrogated to
properly understand the performance appraisal system that is being carried out in different
ways. And they were assessed in the form of points, marks, and grade, not aware.

Q3. Task setting y appraise and appraiser provides objective while appraising the
performance appraisal of the appraise

Agree 9

Partially agree 12

Neutral 9

Disagree 0

Agree

Neutral

Partially Agree

Disagree

0 2 4 6 8 10 12

Fig. 9. Graph 2

Analysis Derived:

30
About 9 of employees agree that task setting provides objectives in appraising their
performance. And 12 of employees are partially agreed with the statement and about 9 of the
employees are neutral and 0 of the employees are disagree and not filled the requirement.

Q.4 Whether the quarterly task setting assignment completed by the 15 th of first month
of each quarter. If no give reasons.

YES 18

NO 12

Quarterly task setting assignment weather completed by

the 15 th of first month of each quarter

Yes No

Fig. 10. Chart 2

Analysis Derived:

31
About 18 employees says yes for completing quarterly task setting in time, rest due to some

reason it’s not completed in time such cases lack of seriousness & ambiguity.12 of employees

says no for completing quarterly task setting in time.

Q. 5 Self Performance Management system proves to be effective while measuring the

performance

Agree 8

Partially agree 13

Disagree 9

Neutral 0

Effectiveness of appraisal
14 13

12

10 9
8
8

2
0
0
Agree Partially Agree Disagree Neutral

32
 Fig. 11. Graph 3

Analysis Derived:

About 2 of employees are agreeing with the self-appraisal system. 13 of employees are
partially agreed and 9 of employees are disagreeing and rest neutral is 0.

Q.6. Who in your opinion should be the responsible for ensuring objectivity and

reducing biasness in the performance appraisal system?

Appraiser and appraise 12

Appraiser, appraise, and peer 10

Appraiser, appraise, peer and subordinate 8

Responsibility of Performance Appraisal System

12

10

8
12
6 10
8
4

0
Appraiser and Appraise Appraiser, appraise, Appraiser,
peer Appraise,peer &
Subordinate

Fig. 12. Graph 4

Analysis Derived:
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About 12 of employees says that appraiser and appraise should be responsible for ensuring,
objectivity and reducing biasness in the performance appraisal system. 10 of employees says
appraiser, appraise and peer& rest 8 of employees says appraiser& appraise and peer and
subordinate.

Q.7 Skill possessed by an appraiser varies as they move from one grade to another

Agree 11

Partially agree 15

Neutral 4

Disagree 0

Appraisers skills

D i sagr ee

Neu t r al

P a r ti a l l y A g r e e

Agr ee

0 2 4 6 8 10 12 14 16

Fig. 13. Graph 5

Analysis Derived:

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About 11 of employees are agreed, 15 of employees are partially agree and some 4 of
employees are neutral and rest 0 of employees are not agreed with the shift in grade.

Q. 8. Are you getting regular feedback on your performance from your appraisal?

YES 25

NO 5

Feedback on performance appraisal

No
17%

Yes
83%

Fig 14. Chart 3

Analysis Derived:

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About 25 of employees are getting regular feedback on their performance and 5 of employees
are not getting regular feedback.

Q 9. Feedback is beneficial for improving your performance

Agree 20

Partially agree 10

Neutral 0

Disagree 0

Importance of feedback in Performance

Appraisal

20

18

16

14

12

10

0
Agree Partially Agree Neutral Disagree

Fig 15. Graph 6

Analysis Derived:

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20 of employees agree that feedback is beneficial for improving their performance, and about
10 of employees are partially agree and rest neutral and disagree category of employees is 0.

Q.10. Current performance appraisal system is an effective tool for evaluating the
employee’s performance.

Agree 18

Partially agree 8

Neutral 4

Disagree 0

Effectiveness of current performance appraisal system

Disagree

Neutral

Partially Agree

Agree

0 2 4 6 8 10 12 14 16 18 20

Fig. 16 Graph 7

Analysis Derived:

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18 of the employees accept that current PAR is an effective tool for evaluating the
employee’s performance. 8 employees are partially agree with this 4 are being neutral
opinion. This speaks the unawareness of the role of their appraisal all employees are not
agreeing performance appraisal as an efficient tool.

Q.11 Does performance appraisal system reflect the training and of an employee

YES 24

NO 6

Performance appraisal system reflect the training

No
20%

Yes
80%

Fig. 17. Chart 4

Analysis Derived:

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About 24 of employees accept that current PAR system reflects the training need. Through
employees feel that their training needs are arrived at but training is not provided to the
fullest extent.

Q 12. What is your opinion in the of relevance performance appraisal system?

Deciding promotion 12

Deciding incentives 9

Training & development 9

Programme succession planning 0

Relevance performance appraisal system

Programme Succession
Planning

Training & Development

Deciding Incentives

Deciding Promotion

0 2 4 6 8 10 12

Fig. 18. Graph 8

Analysis Derived:

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12 of the employees considered that there is relevance of PAR system in deciding promotion.
9 are deciding incentives and 9 are training & development and rest 0 are programming
succession planning.

Q 13. The existing performance appraisal system ensures due recognition to talented
employees in terms of promotion, rewards and others

Agree 18

Partially agree 8

Neutral 4

Disagree 0

Chart Title

18

16

14

12

10

0
Agree Partially Agree Neutral Disagree

Fig. 19. Graph 9

Analysis Derived:

40
18 of employees acceptable PAR system ensure due recognition talented employees in term
of promotion, reward and others and 8 are partially agree and 4 are neutral and 0 are disagree.

Q.14. Do you think that existing performance appraisal system help full in wholesome
development of employees?

Agree 18

Partially agree 12

Neutral 0

Disagree 0

Chart Title

Disagree

Neutral

Partially Agree

Agree

0 2 4 6 8 10 12 14 16 18

Fig. 20. Graph 10

Analysis Derived:

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18 of employees completely agree that the existing PAR system is helpful in wholesome
development of employees and 12 are partially agree and rest neutral is 0 and disagree is 0.

Q 15. Are you satisfied with the current performance appraisal system

YES 28

NO 2

Satisfaction On Performance Appraisal

No
7%

Yes
93%

Fig. 21. Chart 5

Analysis Derived:

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About 28 of the employees are completely satisfied with the current performance appraisal
system.

Q. 16. Would you say management is responsible to

Innovations 9

Training 12

Career Aspiration 4

Professional Growth 5

Chart Title

12

10

0
Innovations Training Carrer Aspiration Professional Growth

Series 1 Column1 Column2

Fig. 22. Graph 11

Analysis Derived:

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About 6 of the employees say management is responsible to your innovations 12 says
Training, 4 Career Aspiration, and 5 stands for Professional Growth.

Limitations to the Study & data Collection

1. Due to current ongoing Crisis of Covid – 19, situation has restricted the study and
impact of that has affected the study.
2. Many employees are only with the objective of doing work and achieving the target
without getting involved in performance appraisal.
3. Time span for the study spent might not be appropriate for each of the individuals
considered for the study.
4. There might be a possibility of bias involved towards the process as an affect of last
performance review done.
5. There is a high chance of internal competitions that might have affected the
individual’s opinion.
6. There is a chance of non-satisfaction among individuals due to micromanagement
occurring at project level.

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 Findings of the Study:
 Most of the employees of Publicis Sapient belongs to different age groups and are
spending dissimilar service period with the organization.
 The management of Publicis Sapient, has defined the performance management process
and system within the organization.
 Performance Management System is a regular process in Publicis Sapient which is
conducted by the human resources department after a regular or defined time span.
 Most of the officials were having a different view regarding the transparency in the
process of PMS.
 Performance management process of Publicis Sapient provides a chance to employees of
advancement and recognition within the organization.
 Most of the officials were in the favor that they consider all the factors facilitating and
hindering performance at the time of appraisal.
 Job Description is clearly defined to the employees, so that they can perform their job
without any hurdle.
 Most of the officials were identical on the matter that Performance of employees
improves due to current Performance Management System.
 Performance Management System helps employee to set their individual goals with the
organizational goals and achieve meaningful outcomes.
 The PMS implemented in Publicis Sapient creates a participative environment. Hence
most of the employees are satisfied with the existing Performance Management System.
 Most of the employees said that goals set for Performance Evaluation are mutually
decided goals.
 Employees of Publicis Sapient were unlike while asking about feeling of freeness to
express their disagreement regarding the appraisal decisions.
 The process and criteria of PMS is always well communicated by the management before
the time of performance appraisal.

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 Employee attains career growth, due to connecting individual goals with the
organizational goals.
 PMS of Publicis Sapient provides an opportunity to unleash the one’s capabilities in the
functioning of different department within the organization.

Conclusions

The overall purpose of this study was to test the key variables that are having strong
influence on Performance management system with special reference to Publicis Sapient.
We are also going to figure out the PM process, awareness level and satisfaction level of
employees and how the PM system affects the performance and career development of
employees in Publicis Sapient. Majority of employees in Publicis Sapient, are well aware
about the Performance Management system of the company. The employees have a
complete idea about the various aspects of Performance evaluation in the company except
those elements which are kept confidential. Employees are of the opinion that their
evaluation should be done by seniors as well as by self.. Employees have a common
thinking that the ratings given should be revealed to the respective employee. Since
Performance measures are now widely used within organizations, but there is a lack of
evidence regarding their usefulness. Hence it is still not clear to what extent performance
measures help agencies to achieve the goals. There is a strong need for a healthy
performance management system to be introduced covering all organizations and
different levels of functionaries. The alignment between individual performance and
organizational goal is also of utmost importance by introducing an appropriate set of
performance indicators. Measuring performance is useful only when it translates into
action. Performance management tools by themselves do not create sustained high
performance. It is important to create an environment conducive for effective and
efficient performance with a system of rewards and punishment, besides building capacity
at all levels of to achieve desired results.

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 Suggestions
 Changing culture requires leaders to understand the learning process dynamics and how
the learning and unlearning of assumptions and beliefs can be manipulated to modify
behavior. Hence cultural aspects could be one of the areas of training. An organization’s
leadership has the responsibility to develop a positive culture to facilitate the acceptance
of performance appraisal among managers and their employees.
 Employees naturally like to know how they are performing relative to what is expected
from them. Performance feedback helps employees to know how well they have
performed in comparison with the performance standards. Having day-to-day employee-
manager interaction, through which the appraiser is provided with constructive feedback.
 Effective performance management requires equal standards against which employees are
assessed. In the absence of equal standards, employees are assessed with subjectivity,
which may destroy the process of appraisal and leave it as a body without soul. Therefore,
the problem of unequal standards can be minimized by ensuring that the appraisal
criterion is job oriented.
 One performance appraisal program should not be designed to serve a numerous of
purposes because it may be unclear and difficult & results into failure. The solution is to
separate assessment program should be designed for development of employees.
 Performance management system should be job-related. Job description should be given
to the employees. Bring them into the line of organization's goals with the job objectives
so that every employee’s work led to the organizational goal.
 Communicate management's expectations to the employee so that a widespread
understanding will exist between management and the employee regarding the job
expectations. The nature of job and the standards, on which the work is evaluated, should
be communicated properly.

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 Regular formal meetings should be held and feedback on performance should be given
regularly, and it should be offered to the employees concerning his performance and its
relationship to the expectations taken into view by management.
 Constructive feedback instead of destructive feedback should be given in the form of
comments so that employee does not get discourage and also employees do not leave the
organization.
 Since the goal of performance management system is to achieve the organizational goal.
Hence there is immense need to coach the employee before and after evaluating their
performance. Provide the resources required by them to get to the management's
expectations.
 Create a culture that provides constructive, ongoing, developmental feedback to all
employees and provide multisource feedback to employees along with tools to help
employees improve in areas identified via the feedback.
 Deliver training and development for new and experienced employees that enhances
critical competencies and behaviors.
 Provide ongoing opportunities (such as online assessments, third-party assessors, and
soon) that enable employees to assess and develop their skills for current and future
assignments.
 Create career development systems that identify, prepare, and promote employees whose
experience and skills match the demands of higher-level positions.
 Provide fair appraisals that let employees know where they stand and provide useful
information that drives employee goal setting and development.
 Create appraisal processes that enable employees to (i) provide input about their
performance (via self-evaluation or discussion with the supervisor), and (ii) challenge
their appraisals (for example, via a panel review by uninvolved managers).
 Award monetary and non-monetary recognitions to those who are performing well
consistently.
 Use SMART technique for PMS i.e., S- SPECIFIC – set clear concrete goal, M-
MEASURABLE- quantity, quality, cost and time, A- ACHIEVABLE- realistic should
extend you, R- RESULT ORIENTED- Deliverable, accomplishments, T- TIMEBOUND-
deadliness dates.
 Design the system which is free from biasness and favoritism because it discourages the
employee to perform better in a long run case.

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 Promotions should be strictly based on performance management system rather than
seniority.
 To run the PMS more efficiently and to increase the work efficiency of the employees,
managers should be properly trained. Training sessions regarding PMS should be
conducted.
 Organizational objectives can be achieved successfully when there is a link or alignment
between organizational and unit objectives so to avoid the conflict between team and
organization's objectives Top level management should set their objectives with the
consensus and involvement of low-level management and supervisory staff.

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