1. Submitted By:
Submitted to:
Miss. Sonia
Dedication
we would like to dedicate this project to our
parents who have always encourage us
throughout in our academic career and make
possible for us to stand where we today.

2. GROUP MEMBERS :
KASHIF ALI 9215
NAVEED-UL-HASSAN 9243
NAEEM SAJJAD 9212
PIRZADA ARSLAN 9234
ARSLAN GUJJAR 9229
M .IFTIKHAR 9218

3. We become able to complete this project by blessing of
our God and the help of our teacher which give us
guiding in every aspect of our project. And sure us that
he is available when we need assistance. We would
also like to thanks our family as specially our parents
for being a patent and encouraging and motivating us.
We dedicate this project to our respected teacher
Miss.Sonia

4. History of PEL:
Pak Electron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan.
It was established in 1956 in technical collaboration with M/s AEG of Germany. In
October 1978, the company was taken over by Saigol Group of Companies. Since its
inception, the company has always been contributing towards the advancement and
development of the engineering sector in Pakistan by introducing a range of quality
electrical equipments and home appliances and by producing hundreds of engineers,
skilled workers and technicians through its apprenticeship schemes and training
programmes.
The company comprises of two divisions:
Appliances Division
Power Division
Appliance division:
APPLIANCES DIVISION
PEL’s Appliances Division is the flag carrier of the Saigol Group. This
Division of PEL consists of appliances manufacturing.

5. PEL Air Conditioners:
“Winner of Consumer Choice Award”
In 1981 PEL window-type air conditioners were introduced in technical
collaboration with General Corporation of Japan. Ever since their launch, PEL air
conditioners have a leading position in the market. PEL air conditioners cooling
performance has been tested and approved by Copeland and ITS USA. With the
shift of user’s preference from window type to split type air conditioners, PEL has
started manufacturing split type air conditioners.
PEL Refrigerators:
The manufacturing of refrigerators started in 1986-87 in technical
collaboration with M/s IAR-SILTAL of Italy. Like the air conditioner, PEL's
refrigerators are also in great demand. Today, PEL Crystal has 30% market share.
Its cooling performance is tested and approved by Danfoss, Germany and its
manufacturing facility is ISO 9002 certified by SGS Switzerland.

6. PEL Deep Freezers
PEL deep freezers were introduced in 1987 in technical collaboration with
M/s Ariston of Italy. Because of durability and high quality, PEL deep freezers are
the preferred choice of companies like Unilever.
POWER DIVISION
PEL Power Division manufactures energy meters, transformers, switchgears,
Kiosks, compact stations, shunt capacitor banks etc. All these electrical goods are
manufactured under strict quality control and in accordance with international
standards.
PEL is one of the major electrical equipment suppliers to Water and Power
Development Authority (WAPDA) and Karachi Electrical Supply Corporation
(KESC), which are the largest power utilities in Pakistan.
Over the years, PEL electrical equipment has been used in numerous power
projects of national importance within Pakistan. PEL has the privilege of getting its
equipment approved and certified by well-reputed international consultants such
as:
Preece, Cardew and Rider, England
Harza Engineering Company, USA
Snam Progeti, Italy
Societe Dumezm, France

7. Miner & Miner International Inc. USA
Ensa, France
Mission:
To provide quality products & services to the complete satisfaction of our
customers and maximize returns for all stakeholders through optimal use of
resources
To focus on personal development of our employees to meet future
challenges
To promote good governance, corporate values and a safe working
environment with a strong sense of social responsibility.
Vision:
To excel in providing engineering goods and services through continuous
improvement.
Personality profile:
This company was in corporate by siagol group which was come from
culcata India establish their industry in Faisalabad in 1948 they starts their
business form a textile company named Kohinoor textile limmited.
Reference:(www.pel.com.pk)

8. Personality Profile:
BOARD OF DIRECTORS
1. Mr. Azam Saigol (Chairman/Chief Executive)
2. Mr. Murad Saigol
3. Mr. Haroon Ahmad Khan (Managing Director)
4. Mr. Homaeer Waheed
5. Mr. Muhammad Rafi Khan
6. Mr. Gul Nawaz (NIT Nominee)
1. Mr. Masood Karim Sheikh
2. Mr. Tajammal H. Bokharee (NBP Nominee U/S 182 of the
Ordinance)
3. Mr. Wajahat A. Baqai (NBP Nominee U/S 182 of the Ordinance)
4. Mr. Naseem Saigol (NBP Nominee U/S 182 of the
Ordinance

9. PEL Company Structure:
PAK ELEKTRON LIMITED
FINANCE
DEPARTMENT
MARKETING
DEPARTMENT
HR
DEPARTMENT
IMPORT &
EXPORT DEPT
IT
DEPARTMENT
ADMIN
DEPARTMENT
ACCOUNTS
DEPARTMENT
PEL’S is mainly consisted of seven departments i.e. Finance, Marketing,
HR, Import & Export, Information technology, Administration and Accounts
Department. These departments play an important role in the success of the
organization, due to the fact that the coordination between these departments is
excellent.

10. HIRERECHY
CEO
FINANCE
MANAGER
HR MANAGER
IMPORT&EXPORT
MANAGER
MARKETING
MANAGER
ADMIN MANAGER
IT MANAGER
ACCOUNTS
MANAGER

11. CEO is the main controller of the whole organization. Heads of all
departments directly reports to CEO. These people are mainly involved in policy
creation of the company. All the major operations of the company go under the
review of these departmental heads.
FINANCE DEPARTMENT
FINANCE
MANAGER
ASSISTANT
FINANCE
MANAGER
EXECUTIVE
FINANCE
MANAGER
MARKETING DEPARTMENT
MARKETING
MANAGER
ASSISTANT
MARKETING
MANAGER
EXECUTIVE
MARKETING
MANAGER

12. HR DEPARTMENT
HR MANAGER
ASSISTANT HR
MANAGER
EXECUTIVE
HR MANAGER
IMPORT&EXPORT DEPARTMENT
IMPORT&EXPORT
MANAGER
ASSISTANT
IMPORT&EXPORT
MANAGER
EXECUTIVE
IMPORT&EXPORT
MANAGER

13. I.T DEPARTMENT
I.T MANAGER
ASSISTANT I.T
MANAGER
EXECUTIVE
I.T MANAGER
ADMIN DEPARTMENT
ADMIN
MANAGER
ASSISTANT
ADMIN
MANAGER
EXECUTIVE
ADMIN
MANAGER

14. ACCOUNTS DEPARTMENT
ACCOUNTS
MANAGER
ASSISTANT
ACCOUNTS
MANAGER
EXECUTIVE
ACCOUNTS
MANAGER
PEL department
Finance department
 Marketing department
 Sales department
 Trading department
 Consumer marketing department
 Credit control department

15.  Customer service department
 human resource management department
Distributions department
Quality control department
Department working
Finance department:
Finance department provide money for the working of the
organization. PELcompany’s department borrows loan mainly from national bank
and settle terms and conditioned of the interest and time period of returning the
load with it. When the sale is made the company firstly returns the loan with
interest.
Human resource department:
Human resource department of the Pel Company is very much
conscious of hiring the employees for the company. The standards he set for hiring
the new poople.HRM department of the company mainly makes the external
recruitment .this is usually done through news paper web sites extra.HRM
department also set salaries, packages and TA, DA allowances.

16. Marketing department:
Marketing department is the back bone of any firm.
marketing department generally analyze the needs and wants of the customer. Then
this department tells about the customer needs to the company which in tern
launches the products according to the needs of the customers. Marketing
department is responsible for making strong advertisement for the products.
Sales department:
Sales department is responsible for making sales of the product.
This department generally takes orders from the market, gives information to the
credit control department. Area credit control department gives information to the
head office. Head office discuss situation with the finance department and then at
last finance department gives authority to area credit control department to settle
term and conditions with dealers.
Customer service center department:
This department is very much important for the company
because its makes the good will of the company. It’s provided services to the
customers who have their clams and makes the customer loyal. Its also gives the
feed back to the head office to provide the required spare parts.

17. Consumer marketing department:
Consumer marketing department gives
packages to the person who has low income to attract them to purchase their
products. They have their own area offices. This department works under credits
control departments.
Trading department:
This department is involved for importing products. This
department imports the required products according to the demand of the customer
such as split unit. This department is controlled by its head, which works directly
under the head offce.This department sends terms and condition of trade to the
head office and finance department for the financing.
Production department:
Production department is involved only producing the
products. This department purchases raw material from the suppliers. Then passes
the raw material from various dyes machines. Modeling machines etc…from the
assembly line according to the required shapes of the products.
Distribution department:

18. This department distributes the final products from the
production department to the dealers and then ultimately to the consumers. This
department only responsible for distributing the products according to the
requirement and demand of the product.
Reference (M.Afzal)relation ship manager.
Span of Control
The organizational hierarchy of Pak Elektron Ltd. has both flat and
tall span of administration. In case of lower level of hierarchy (the
worker and their supervisors) the span is wide but as the level goes up, it
becomes tall.
The managing director who is answerable to the Chairman holds
the top position. General Managers are answerable to the Managing
Director and are responsible for respective division, Managers are
heading some departments, and Assistant Managers is leading some by
Deputy Managers and other. There are senior engineers who are section
in charge Supervisors and foremen report to them.
Executive level
At executive level, three to five engineers report to a manager and
almost some numbers of managers’ report to a General Manager.
Workers level
At workers level, usually 10 to 30 workers report to a foreman. Three to
seven foremen report to a section in charge.

19. Division of Labor
In Pak Elektron Limited (PEL), two types of employees hired
1. Permanent Workers
2. Temporary Workers
Temporary workers are employed for about 6 months, and when the
season concludes the temporary workers are laid off. Temporary workers
are employed as helpers and assigned those jobs where skills are not
required.
Workers are divided into different teams based upon their skill s and
nature of job. The team is lead by head worker who is responsible for the
work assigned to his team and directs the fellow workers to perform the
assigned task. These teams are masters of their jobs. With in a team,
tasks have been assigned in a sequential order and every individual is
assigned a specific task. This activity not only helps productivity but
also helps the quality standards of the workers as each of them tries to
keep an eye on the other to see that he is performing correctly because if
any thing goes wrong, the blame goes to the whole group.
Business portfolio
Kohinoor Textile Mills :
The Saigols set up the first major textile unit - The Kohinoor Textile Mills
under the umbrella of Kohinoor Industries Limited. The Kohinoor Textile
Mill has state-of-the-art quality control from raw material to finished
product manufacturing.
After that they establish pel elektron company.

20. PEL Elektronic:
In October 1978 the company was taken over by the SAIGOL GROUP,
which is one of the leading industrial and commercial groups of Pakistan.
The products manufactured by PEL have always been of a high standard
and the name “PEL is synonymous with quality all over Pakistan.” PEL,
since its inception, has been acting as an institution working for the
advancement and development of engineering and modern technology in
Pakistan
Saritow Spinning Mills & Azam Textile Mills:
In 1987, the Saritow Spinning Mills and Azam Textile Mills were
established under the banner of Saigol Group of Companies. Saritow
Spinning Mills is a spinning unit with 25,440 spindles capacity. Facilitated
with the most modern and efficient Japanese and European machinery, its
knitted yarn is renowned in the Far East and Europe for its fine quality.
Azam Textile Mills is reputed for its carded and combed yarn, which is
quite popular for premier knitting and weaving.
Kohinoor Power Company Limited:
In 1991, the first power unit commissioned in Pakistan, in the Private
sector, was Kohinoor Power Company Limited. Its present production
capacity is 15 MW.
Reference(Naeem Ahmad) design managers

21. Communication network at pel:
COMMUNICATION
Communication is an exchange of facts, ideas, opinions, or emotions, by two or
more persons.
FUNCTIONS OF COMMUNICATION
1. Interpersonal Communication
2. Organizational Communication
INTERPERSONAL COMMUNICATION
It is a communication between two or more person. This kind of communication is
present everywhere and in all types of organization.
COMMUNICATION PROCESS at PEL (PVT) LTD

22. Communication process at PEL (PVT) Ltd consists of following components.
 Message
 Encoding
 Channel
 Decoding
 Feedback
ENCODING
Sender
The person who sends message initiates the process of communication. The
sender must prepare the message of communication in such a way that the receiver
receives it with the same spirit and the same meaning as intended by the sender.
The message should be drafted in such a way that it achieves the result desired by
the sender.
MESSAGE
The message is the idea/ideas the sender wants to communicate to the other
party. When we speak, the speech is the message. When we write, the writing is
the message. When gesture, the movements of our arms and the expression of our
faces are the message. The sender must also keep in mind the party to whom the
message is intended to be conveyed, and also the channel to be used.
CHANNEL
It means the way by which the message is communicated. It includes printed
words, electronic mail, or sounds. The choice of medium depends upon the

23. relationship between the sender and the receiver. We normally choose oral or
written communication.
DECODING
The act of understanding the message is known as decoding. The process of
translating a message into ideas is called decoding, and the receiver does this.
Thus, listener and readers are often regarded as decoding.
FEEDBACK
It is the response by the receiver of the communication. He may accept or
reject the message, but he must not change its meaning. Thus, it is an action or
reaction on the part of the receiver in response to the message received by him
from the sender. Sender needs feedback in order to determine the success or failure
of the communication.
METHODS OF INTERPERSONAL COMMUNICATION
NON-VERBAL COMMUNICATION
 Body Language
 Verbal Intonation
Body Language
Gestures, facial configuration, and other movements of the body that convey
meaning. A person frowning “says” something different from one who’s smiling.
Hand motions, facial expression, and other gestures can communicate emotions or
temperaments such as aggression, fear, shyness, joy, and anger. Knowing the
meaning behind someone’s body moves and learning how to put forth your best
body language can help you personally and professionally. This type of
communication is common in PEL (PVT) Ltd.

24. Verbal Intonation
An emphasis given to the words of phrases that conveys meaning. A soft,
smooth vocal tone conveys interest and creates a different meaning from one that is
abrasive and put a strong emphasis on saving the last word. Most of us would view
the first intonation as coming from someone sincerely interested in clarifying the
student’s concern, whereas the second suggests that the person is defensive or
aggressive
.
ORGANIZATIONAL COMMUNICATION
Organizational communication means communication common in
organizational settings. In PEL (PVT) Ltd following type of communication takes
place.
HORIZONTAL COMMUNICATION
This type of communication is used in PEL (PVT) Ltd. This is horizontal
form. In this horizontal form of communication, message flows from one
department to another department like Mechanical Department communicates with
the Electrical Department for the purpose of sharing of information.
VERTICAL COMMUNICATION
It is a sort of communication takes place from top to bottom within the
organization. Let suppose Manager of Marketing Dept. communicates with
Associate Manager and Associate Manager Communicates the matter with
Assistant Manager and he communicates with lower level manager and so on.
Reference:(www.pel.com.pk)

26. The upward communication flows from downward to upward, from managers at
lower level to managers at higher level. Senior managers rely on them for
information. Reports on daily basis are given to top level managers of the
particular department to inform them of progress towards organizational goals and
also about any problem if exists. It keeps management aware of how employees
feel about their jobs, their co-workers, and the organization in general.
DIAGONAL COMMUNICATION
In this communication the member of one department can also convey his message
to another department officer.
BARRIERS TO EFFECTIVE COMMUNICATION
There are some barriers to effective communication, which are given below
along with the ways to overcome those barriers.
 Filtering
 Emotions
 Information Overload
 Language
Filtering
The manipulation of information to make it appear more favorable to the
receiver.
How To Overcome
 E-mail to communicate organizations reduces filtering.
 Organizational culture encourages or discourages filtering by the type of
behavior.
Emotions

27. How a receiver fells when a message is received influences how he or she
interprets it. You’ll often interpret the same message differently, depending on
whether you’re happy or upset. Extreme emotions are most likely to hinder
effective communication. In such instance, we often disregard our rational and
objective thinking processes and substitute emotional judgment.
Four management function in PEL
1. Planning
2. Organizing
3. Leading
4. Controlling
Planning
 Refrigerator:
Planning is very much important function of the
management.PEL company makes the planning regarding refrigerator by observing
the market. How much a company can sales in a particular segment’s there any
chance of growth is also in the planning of the company refrigerator.
Split Unit:
The company planning regarding split unit firstly is the
observation of the market. Then after observation how much to import the split
units. Finance and trading department also give suggestion for planning regarding
split unit .Then set their plans according to the requirement.

28. Organizing
 Refrigerator:
The organizing regarding refrigerator how to make availability
of refrigerator assured. Taking in the account the policy regarding refrigerator of
the company how much to produce and when to produce etc…Almost all the
department are involved in organizing and also how much margin to give to the
dealers.
Split Unit:
While organizing the company takes into account the last year sales
and how much to sale in a particular area. Mainly quality control, finance
department and trading department are involved in organizing for how much to
import, when to import, where to import etc…
Leading
 Refrigerator:
Head office mainly leads all departments regarding refrigerator
.All the sub ordinate department officers lead the related department and
employees and loyal to the head office for their working. Their is check and
balance situation for every department.
Split Unit:
Head office mainly leads all the related department of the split
units. Trading department is mainly the leader in split unit case for importing it and
direct reliable to the head office. For leading it also give its requirement to its head
office for finance and for the quality control of the product.

29. Controlling
 Refrigerator:
Controlling is the main functions after making the pervious steps.
Managers of the each department control its own department working and are
liable to the managing director. There is check and balance situation. In
controlling, monthly and annual basis analysis are made. How much sale is made
and for the betterment of the product research and development department then do
its job.
Split Unit:
In controlling of the split units, trading department mainly
control the import of the splits units. it checks the quantity of the units and
quality control department checks the quality of the split units before
launching it in the market.
Challenges and issue faced by PEL:
The challenges of pel is faces by pel is because of its competitor, Waves, LG, and
Haier etc. The Dawlance is market leader in the refrigerator and PEL is still on
second number.
 REFRIGERATORS:
Total market sale of refrigerator in 2006 is 2924905 units. Last year sale was
2091779 units. These figures show 30% market growth. But this is not the exact
figure of growth rate it varies from year to year.
DAWLANCE is a market leader in refrigerator with 46% share.

30. PEL has 38% market share
Waves has 10% market share.
6% shares are others
 WINDOW AIR CONDITIONERS:
PEL is a market leader with a market share of about 60% in local manufacturing
industry. And overall has 35% market shares for this product.
LG has about 32% market share and stands on number two.And rest of the
manufacturers have 23% marker share.
 SPLIT AIR CONDITIONERS:
The main competitor of PEL in Split air conditioner is DAWLANCE. Other
competitors are MITSUBISHI and HAIER
 MICROWAVE OVEN:
In case of Microwave Oven DAWLANCE is the main competitor of PEL.
But the company claims to be the leader in this product line.
Challenges and issue faced by Pel:
COMPETITIVE POSITION:
According to AURTHER D. LITTLE a company will occupy one of the following
competitive position strategies:

31.  Dominants:
At this position a firm controls the behavior of other competitor and has a
wide choice of strategic option.
 Strong:
At this, a firm can take independent action without endangering its long-
term position and can maintain its long-term position regardless of the
competitor’s action.
 Favorable:
This firm has an exploitable strength to improve it position.
 Tenable:
This firm is performing at a satisfactory level to warrant continuing in
business.
 Weak:
At this position, a firm has unsatisfactory performance and an opportunity to
improvement.
 Non-viable:
At this position, a firm has unsatisfactory performance with no opportunity
to improvement.

32. PEL occupies the strong position in the market because, it has very good
market share of 38%. PEL is the market CHALLANGER.
PEL culture:
In our Company Quality is the Subject of Management at all Levels. We
focus on continuous improvement in our Systems thus establishing Good
Management Practices, we are committed to and making continuous efforts in
developing and strengthening our internal and external customers and suppliers.
Employees training & development and their participation are the KEY forces
which are increasing our Organization's Capabilities thus making it more
competitive and fast growing Company.
Top management is not only tremendously improving our Working
Environment but also investing in Improving internal Communication Network for
better Teamwork. Continuous Up-gradation in production facility/equipment in the
pursuit of State-of-the-art production technology reflects management Vision and
commitment for Quality. Over fifty years of manufacturing experience with
cooperative and dedicated employees coupled with performance based system and
Data Analysis enable management to take Preventive Actions before things really
go wrong.
One of the Mission of organization to promote good governance and
corporate values with a strong sense of social responsibility.
Reference (M.Afzal) relation ship manager
Stakeholder:
a) Customer
b) Competitor
c) Media
d) Communicates
e) Share holder

33. f) Unions
g) Employee
h) Supplier
Customer:
Some time customer influence sale. Customer want to purchase low quality
product in low price pel products is high quality and flexible price some time
didn’t become able to purchase the products and it affect on sale.
Competitor:
 Downlance
 Waves
 Lg
 Hier
 Orient
 Split
Media:
Some time other companies give big heavy advertisement in that situation
people divert to other products so the sale affect from that.
Communicates:
Some time our communication affect at our sale because some time when
our sales man want to sale their products they could’t give proper brief to
their customer in that situation the company sale affect.

34. Shareholder:
Our share holder play main role in sale process some time when they
drawback their share form the organization then the capisty to
manufacturing effect from it then sale decrease.
Union:
Union are the major part in the organization they strike and sopped
working so the sale of the organization effect.
Employee:
When employee didn’t work properly then automatically sale process circle
damaged.
Motivation and team work in PEL
Performance appraisal is a process for establishing shared understanding about
what is to be achieved, and an approach to managing and developing people in a way
which increases the probability that it will be achieved in the short and long term. The
purpose of performance appraisal is to improve the organization’s performance through
the enhanced performance of individuals.
The main objectives of performance appraisal are:
 To review past performance
 To asses training needs
 To help develop individuals

35.  To audit the skills with in an organization
 To set targets for future performance
 To identify potential for promotion
PERFORMANCE APPRAISAL IN PEL
In PEL performance appraisal is recognized as an important element of the jobs of
managers and supervisor. It provides significant help in meeting departmental and
company objective.
Given the vital role of performance appraisals, PEL needs to check appraisal
system, and the uses of such appraisal system to determine whether key personnel
decisions are affected by employee’s age, race, sex, religion, color, national origin or
handicap.
THE APPRAISAL PROCESS
The foundations of performance appraisal is provided by what the job holder is
expected to do as defined in a job description and by reference to agreed objectives.
Performance appraisal discussions are often held annually. Each employee of PEL has
annual targets, which are measured with his or her standard targets to compensate the
employee on the basis of performance. Performance appraisal is totally based on
employee’s annual work performance. They also offer bonuses and promotions to the
working employees. When employees are working on projects, as working on new
product design, there may be an appraisal after each assignment but there still be an
overall review at the end of the year. They also hold meetings two or three times a year,
the main purpose of which is to review and update the objectives.
WHO CARRIED OUT THE APPRAISAL PROCESS

36. Usually, the line managers are primarily responsible for conducting performance
appraisals. They must tell employee how they are doing and make salary and training
decisions. Personnel managers can aid line managers by providing information on how to
use the performance appraisal forms and by making sure that the result of each appraisal
Becomes a part of each employee’s records, readily available for management
decisions such as determining who to promote.
The personnel managers are responsible for ensuring that all subordinates are
appraised fairly and consistently. To fulfill this responsibility, personnel managers
persuade all divisions of the organization to use the same appraisal form. They design the
performance appraisal system for the entire organization.
In addition, in PEL the process used to evaluate performance and make assessment is not
360 degree. In fact it’s on supervisor and mutually every employee.
PROBLEM IN MOTIVATION AND TEAM WORK IN PEL
At PEL we have observed that supervisors and subordinates are often
ambivalent about participating in the performance appraisal process. Supervisors are
uncomfortable because there organizational role places them in the position of being both
judge and jury. They must make decisions that affect people carriers and lives in a
significant way. Further more supervisors are not trained to handle the interpersonally
difficult situations that are likely to be arising when feedback is negative and supervisors
would like to maintain a good relationship with the subordinates at workplace.
Subordinates are likely to be very ambivalent about receiving negative feed back.
Some subordinates prefer and want to discuss negative aspects of there performance, so
they can improve and develop themselves for future appraisal. While others don’t want to
be criticized on there performance at all, because they think they are performing at there
level best and there is no room for improvement in there performance.

37. PEL Recommendations
1. They have raised very expensive loans so they should retire their expensive loans.
2. They should carefully study their competitors.
3. As mentioned earlier company’s liquidity position is dismal. So they need to pay off their short
term loans.
4. Their operating cost is very high so they should control their operating expenses.
5. When supervisor provide negative feedback he/she should immediately
counterbalance it with positive statement for the purpose of encouragement in
that situation.
6. There should be a continuous monitoring of performance. When performance
deviates from plans one does not have to wait for the next periodic review to
correct it. The supervisor and subordinate should discuss the situation immediately
so the corrective actions can be taken at once in order to avoid the major disasters.
7. Whether performance appraisal discussions are held monthly, quarterly, annually
appraise should be clear about what he/she is doing right and wrong ,and how
he/she can overcome there deficiencies for the future appraisal.
8. Performance appraisal should be conducted in a way that employee should
not perceive it as a fatigue or threat for there job but it should take it as an
opportunity to add or contribute more value in work of there organization
Reference :*(our finding)*