its project of financial markets

1. Analyzing Performance
Appraisal System

2. ACKNOWLEDGEMENT
“Vital to every operation is co-operation”. We really agree to this wonderful quotation put forth
by Mr. Frank Tyger. This project was successful due to the co-operation extended by people who
have truly contributed towards it. We gratefully acknowledge Prof. ______ who’s deep sharing
and synergy has moved us many levels beyond our own thinking. We want to thank the
management of various companies who gave us the permission to conduct research. We would
also like to thank all the employees and HR executives who empowered us with valuable
information. And finally to those whose lives and writings has come the wisdom of the ages. We
have tried to learn from your legacy.

3. ABSTRACT
Appraisal is a continuous process and done annually as a formal exercise before completion of
the financial year. Appraisal has tremendous motivational impact on people through meaningful
feedback and is a powerful tool for recognition. This project explains performance appraisal
system and tries to find out how efficiently Performance Appraisal is conducted. And if
performance appraisal doesn’t meet its objective then, what are the factors causing failure.

4. TABLE OF CONTENTS
Sr. No Title Page No
1 Introduction 1
2 Research & Survey 5
3 Results 6
4 Findings and Recommendations 23
5 Conclusion 26
6 Appendices 27
7 Bibliography 31

5. 1.INTRODUCTION
In the business world investment is made in machinery, equipment and services. Quite naturally
time and money is spent ensuring that they provide what their suppliers claim. In other words the
performance is constantly appraised against the results expected.
When it comes to one of the most expensive resources companies invest in, namely people, the
job appraising performance against results is often carried out with the same objectivity. Each
individual has a role to play and management has to ensure that the individual’s objectives
translate into overall corporate objectives of the company. Performance Management includes
the performance appraisal process which in turn helps identifying the training needs and provides
a direction for career and succession planning.
1.1 Understanding Performance Management
PERFORMANCE MANAGEMENT
DETERMINE INDIVIDUAL
OBJECTIVES LINKED TO
CORPORATE GOALS
PERFORMANCE APPRAISAL
ENSURE RESPONSIBILITY AND
ACCOUNTABILITY
PERFORMANCE LINKED
INCREMENTS/ INCENTIVES/
REWARDS
CORPORATE GOALS

6. 1.2 What is Performance?
Performance is synonymous with behaviour; it is what people actually do. Performance includes
those actions that are relevant to the organizational growth and can be measured in terms of each
individual’s proficiency (level of contribution). Effectiveness Performance refers to the
evaluation of results of performance that is beyond the influence or control of the individual.
1.3 How is Performance managed?
Good performance by the employees creates a culture of excellence, which benefits the
organization in the long run. The activity includes evaluation of jobs and people both, managing
gender bias, career planning, and devising methods of employee satisfaction etc. the efforts are
to make to generate the individual’s aspirations with the objectives of the organization.
Organization has to clear the way of career advancements for talented and hardworking people.
Fear of any kind from the minds of the employees should be removed so that they give best to
their organization. Allow free flow of information. Communication network should be designed
in such a way no one should be allowed to become a hurdle. This enables the managers to take
correct decisions and that too quickly.
1.4 Why Performance Appraisal?????
Today’s working climate demands a great deal of commitment and effort from employees, who
in turn naturally expect a great deal more from their employers. Performance appraisal is
designed to maximize effectiveness by bringing participation to more individual level in that it
provides a forum for consultation about standards of work, potential, aspirations and concerns. It
is an opportunity for employees to have significantly greater influence upon the quality of their
working lives. In these times of emphasis on “quality”, there is a natural equation: better quality
goods and services from employees who enjoy better quality “goods and services” from their
employers.

7. Performance appraisal must be seen as an intrinsic part of a manager’s responsibility and not an
unwelcome and time-consuming addition to them. It is about improving performance and
ultimate effectiveness.
Performance appraisal is a systematic means of ensuring that managers and their staff meet
regularly to discuss post and present performance issues and to agree what future is appropriate
on both sides.
This meeting should be based on clear and mutual understanding of the job in question and the
standards and outcomes, which are a part of it. In normal circumstances, employees should be
appraised by their immediate managers on one to one basis. Often the distinction between
performance and appraising is not made. Assessment concerns itself only with the past and the
present. The staff is being appraised when they are encouraged to look ahead to improve
effectiveness, utilize strengths, redress weaknesses and examine how potentials and aspirations
should match up.
It should also be understood that pushing a previously prepared report across and desk cursorily
inviting comments, and expecting it to be neatly signed by the employee is not appraisal - this is
merely a form filling exercise which achieves little in terms of giving staff any positive guidance
and motivation.
THE APPRAISAL OF PERFORMANCE SHOULD BE GEARED TO:
 Improving the ability of the jobholder;
 Identifying obstacles which are restricting performance
 Agreeing a plan of action, that will lead to improved performance.
It is widely accepted that the most important factor in organization effectiveness is the
effectiveness of the individuals who make up the organization. If every individual in the
organization becomes more effective, then the organization itself will become more effective.

8. The task of reviewing situations and improving individual performance must therefore be a key
task for all managers.
For appraisal to be effective, which means producing results for the company, each manager has
to develop and apply the skills of appraisal
These are: -
 Setting standards on the performance required, which will contribute to the
achievement of specific objectives
 Monitoring performance in a cost –effective manner, to ensure that previously agreed
performance standards are actually being achieved on an ongoing basis
 Analyzing any differences between the actual performance and the required performance
to establish the real cause of a shortfall rather than assume the fault to be in the jot holder.
 Interviewing having a discussion with the jobholder to verify the true cause of a shortfall,
a developing a plan of action, which will provide the performance, required
Appraisal can then become a way of life, not concerned simply with the regulation of rewards
and the identification of potential, but concerned with improving the performance of the
company. The benefits of appraisal in these terms are immediate and accrue to the appraising
manager, the subordinate manager/employee, and to the company as a whole

9. 2.RESEARCH AND SURVEY:
Statement of the Problem:
Performance appraisal is a process of assessing, summarizing and developing the work
performance of an employee. In order to be effective and constructive, the performance manager
should make every effort to obtain as much objective information about the employee's
performance as possible. Low performance can push the organization back in today’s tough
competition scenario. The project is aimed at analyzing the performance appraisal in companies.
Objective:

10. The various objectives of our research are as follows:
 To examine why an appraisal system is important.
 To study existing appraisal system in various organizations across sectors like BPO, IT &
Telecom.
 To find the expectation of appraiser and appraisee
 To determine the satisfaction level of the appraisee
 To reveal the various loopholes in the appraisal system if any
 To find the consequences of an inappropriately conducted appraisal system
Research Methodology:
The data source: Primary as well as Secondary.
The research approach: Survey Method.
The research instrument: Questionnaire.
The respondents: The Managers & Employees of various organizations.
The primary data was collected with the help of survey information. A concise questionnaire was
prepared keeping in mind the information specifications.
3.RESULTS
Findings from Appraisee Survey
1. Expectations from Appraisal System :

11. Respondents were asked to rank the various options according to their preference. (Rank
1 being most preferred and rank 6 being least preferred). Then scoring was given on the
basis of ranks. 1 mark was allotted to rank 1, 2 marks for rank 2 and so on.
Particular Score Overall Rank
Salary Administration and Benefits 87 1
Determination of promotion or transfer 109 2
Assistance in goal 228 3
Guideline for training plan 254 4
An insight into your strengths and weakness 312 5
Decision to layoff 354 6
From the above table it can be seen that employees expect “Salary Administration and
Benefits” to be the main reason for conducting a Performance Appraisal. “Decision to
layoff” is of least importance as per the appraisee.
2. Awareness about Responsibilities :
87
109
354
228
254
312
0 50 100 150 200 250 300 350 400
Salary Administration and Benefits
Determination of promotion or transfer
Decision on layoff
Assistance in goal
Guideline for training Plan
An insight into your strengths and weakness
Expectation from AppraisalSystem
Score

12. From the graph it can be seen that majority of employees are aware about their
responsibilities, which implies that the appraisers have efficiently communicated to the
appraisees all the parameters that will be taken into account during appraisal.
3. Satisfaction Level among appraise regarding Appraisal System:
From graph it can be seen that majority of the respondents are satisfied with the appraisal
system. Only a meager 30% were dissatisfied with the Performance Appraisal programs.
Yes
86%
No
14%
Awarenessabout
Responsibilities
2%
28%
42%
23%
5%
Satisfaction Level
Fully Dissatisfied
Partially Dissatisfied
Satisfied
Partially satisfied
Fully satisfied

13. 4. Awareness about performance ratings :
This clearly shows that majority of the employees are not aware about the performance
ratings that are taken into account while conducting a performance appraisal.
5. Alowing Self ratings :
From graph it can be seen that majority of respondents want self rating to be a method of
conducting the appraisals .
Yes
34%
No
66%
Awarnessabout Performance
Rating
Yes
92%
No
8%
Self Rating Should be allowed

14. 6. Chance to rate your own performance
From the graph we can see that majority of the employees are not given a chance to rate
their own performance in the organization.
7. Timing of Appraisals
This shows that most of the organisations conduct their Performance Appraisal programs
annually. A very small percentage of the organisations conduct Performance Appraisals
Yes
23%
No
77%
Rate your own performance
2% 3%
11%
84%
Timing of Appraisal
Monthly
Quaterly
Half Yearly
Annual

15. on a half yearly basis. The share of the quarterly and monthly appraisals are extremely
minimal.
8. Credibility of Appraiser
This shows that according to the employees/appraisees the credibility of the appraiser is
extremely important and it has an effect on the overall Performance appraisal program.
9. Complaint channel for employees
37%
63%
Credibilityof Appraiser
Yes
No
27%
73%
Complaint Channel for
employees
Yes
No

16. This shows that there is no proper complaint channel existing in the organisations for the
employees who are dissatisfied with the performance appraisal system.
10. Standards communicated to employees
From this it can be seen that there is a clear majority among the employees who say that
the standards on the basis of which the performance appraisal is carried out is not
communicated to the employees before hand.
11. Performance Appraisal
36%
64%
Standards Communicatedto
Employees
Yes
No
91%
0% 9%
0%
0%
PerformanceAppraisal
Immediate
Supervisor
Peer appraisal
Rating committee
Self Rating

17. Almost all the Performance Appraisals are carried our by the Immediate Supervisor in
these organisations. In very few organisations, Rating committees carry out the
performance appraisals. None of the organisations use Peer Appraisals, Appraisals by
subordinates and Self rating as a method of Performance Appraisal.
12. Clear understanding of Appraisee’s job
This shows that the performance Appraisal programs are successful in giving a clear
understanding of the appraisee’s job to both appraiser and appraisee.
13. Objectives of Appraisal System
77%
23%
Clear understandingof
Appraisee'sJob
Yes
No

18. From the figure we can derive that the objective for conducting the Appraisal system is
clear only to half of the employees. The remaining half are not clear about the objective
for which the Performance Appraisal is carried out.
14. Good communication between top management and business goals
This shows that the appraisal systems do not provide a good communication flow of the
top-management plans and business goals to the staff below.
50%50%
Objective of Appraisal System
Yes
No
22%
78%
Good communication
between Top management
and Business goal
Yes
No

19. 15. Comments and suggestions to be considered
Almost all the employees expect that their comments and suggestions should be taken
into consideration while conducting the Performance Appraisal.
16. Post Appraisal interview
98%
2%
Comments and suggestion to
be considered
Yes
No
30%
70%
Post Appraisal Interview
Yes
No

20. As per the response from the employees we can see that there is no interview conducted
after the appraisal program for majority of the employees.
Findings from Appraiser Survey
1. Purpose of Appraisal
Respondents were asked to rank the various options according to their preference. (Rank
1 being most preferred and rank 6 being least preferred). Then scoring was done on basis
of these ranks. 1 mark was allotted to rank 1, 2 marks for rank 2 and so on. Then the total
score for each purpose was calculated and overall ranking was given.
Particular Score Overall Rank
Determination of promotion or transfer 24 1
Salary Administration and Benefits 27 2
Decision to layoff 42 3
Guideline for training plan 69 4
Assistance in goal 72 5
An insight into your strengths and weakness 81 6
27
24
42
72
69
81
Salary Administration and Benefits
Determination of promotion or transfer
Decision on layoff
Assistance in goal
Guideline for training Plan
An insight into your strengths and weakness
Purpose of Appraisal System
Score

21. From table it can be seen that appraiser considers “Determination of promotion or
transfer” & “Salary administration and Benefits” as two important factors for conducting
an Appraisal.
2. Appraisal System
In this question appraiser was asked to rate how helpful the appraisal system is, from the
graph it can be seen that majority of appraisers have rated 5,4 & 3 which implies that
Performance Appraisal system is very helpful in Planning their work. Also most of the
appraisers are satisfied with the appraisal system.
3. Support from subordinate
0% 0%
27%
60%
13%
Appraisal System
1
2
3
4
5

22. This question was asked to find out how helpful appraisal system is in communicating the
support that apprasier needs from appraisee. From results it is seen that the performance
appraisal system is very helpful in communicating the support and help needed by the
appraiser from the appraisee.
4. Type of Appraisal System
From results its clear that majority of companies prefer to use “360 degree feedback”
system for Performance Appraisal. As 360 degree feedback gives feedback of appraisee
from everyone interacting with him, it is more reliable and hence most preferred.
5. Performance Appraisal criteria
100%
0%
Support from Subordinate
Yes
No
0% 14%
13%
73%
0%
Type of Appraisal System
Assessment centre
MBO
BARS
360 degree
feedback

23. From results we can see that Qualitative Process is considered as the most important
criteria for which the Performance appraisal programs are carried out, which shows that
companies consider Qualitiy of product & service and Customer satisfaction as most
important factors.
6. Timing of Appraisals
20%
60%
20%
PerformanceAppraisal
criteria
Quantitative
outcome criteria
Qualitative process
criteria
Quantitative
process criteria
87%
13%
0%
0% 0%
Timing of Appraisal
Annual
Quaterly
Half Yearly
Monthly
Anytime

24. From graphs we can see that most of companies conduct appraisals on annual basis.
Some companies conduct quaterly also.
7. Effect of poor Appraisal System
It can be seen from results that most of the employees get De-motivated because of a
poorly conducted appraisal. To some extent employees dont coordinate with their team
members. Thus resulting in reduction of output.
8. Communication between top management and staff
73%
0%
27%
Effect of Poor Appraisal
System
De-motivation
Retention
Ineffective
teamwork
100%
0%
Good Communication
between Top Management
and Staff
Yes
No

25. All appraisers totally agree that performance appraisal helps in communicating the top
management plans and business goals to staff at lower level.
9. Insight to Apprasiee’s strength and weakness
It is evident from the results that performance appraisal system doesn’t help the appraiser
in understanding strength and weakness of apraisee.
10. Appraisee’s comment and suggestion
33%
67%
Insight into Appraisee's
Strength and weakness
Yes
No
13%
87%
Appraisee'scomment &
suggestion
Yes
No

26. From the results it can be seen that appraisee’s comments and suggestion are not taken
into consideration before Performance Appraisal. Performance Appraisal system is
designed by appraiser without consulting appraisee.
11. Performance Appraisal
It is evident from the results that performance appraisal is conducted by the Immediate
Supervisor in all the companies.
12. Understanding of Apprasiee’s Job
100%
0%0%0%0%
PerformanceAppraisal
Immediate
supervisor
Peer appraisal
Rating committees
Self-rating

27. From this it is clearly seen that according to appraiser there is a clear and joint
understanding of the appraisee’s job.
13. Standards for Performance Appraisal
From results it is evident that Performance appraisal standards are very well
communicated to Appraisee before the Appraisal is carried out.
100%
0%
Understandingof Appraisee's
Job
Yes
No
87%
13%
Standards for Performance
Appraisal
Yes
No

28. 14. Self rating in Performance Appraisal
From results it can be clearly seen that the Appraisee is not given a chance to rate his own
performance.
15. Action after Performance Appraisal
0%
100%
Self Rating in Performance
Appraisal
Yes
No
100%
0%
Action after Performance
Appraisal
Yes
No

29. This shows that most of the companies act upon the results of their Performance Appraisal
program.
4.FINDINGS AND RECOMMENDATIONS
 From the survey results its evident that both the appraisee’s and appraisers
expectation from Performance appraisal system are the same i.e. “Determination of
Promotion or Transfer” and “Salary Administration and Benefits”. Hence a single
performance appraisal system can satisfy needs of both the Appraiser and appraisee.
Therefore the Performance appraisal program would be designed in such a way that
the appraiser would be able to analyse the contribution of the employee to the
orgaisation periodically and all the employees who have been performing well would
be rewarded suitably either by an increase in the salary or a promotion. Through this

30. the appraiser can also motivate the employees who felt that they had no growth in the
organisation and serves the purpose of employee development.Thus performance
appraisals can be used as a significant tool fo career lanning.
 Analyzing ones own strengths and weaknesses is the best way of identifying the
potentials available, rather than the other person telling. Self-appraisal is a tool to
analyze oneself. One of the most important findings was that almost all the employees
wanted self-rating to be a part of performance appraisal program carried out by the
organisation. From the responses of the appraiser we can also see that Self rating is
not encouraged by the organisations. This could therefore be an important factor
which leads to dissatisfaction among the appraisees. At the end of the year of the
appraisal period the appraisal process should begin with self-appraisal by every
employee. To appraise ones own self on key performing targets and qualities, the
appraisee would go through a process of reflection and review. It is an established
fact that change is faster when it is self initiated. If any employee has to improve or
do better, he must first feel the need to do so. Reflection and review is a process that
enables him to feel the need and improve more upon his strengths and weaknesses
 Another point to be noticed is that even in the other forms of Performance Appraisal
also the employees expect that they should be given a chance to rate their own
performance. This can allow the employee to analyze ones own performance which
gives new insights on how one is performing and what are the critical points where he
has to put his best and improve upon
 The existence of a proper complain channel was also of utmost importance to the
appraisees. They should be given a chance to convey their greviences to the top
management.
 The appraisees also expect that their comments and suggestions should be taken in to
account while conducting the appraisals. This expectation is not fulfilled as the
appraisers do not take their comments and suggestions into consideration. Therefore

31. they should look into this matter before it leads to dissatisfaction among the
employees.
 The results also indicate that the there is no communication of top management plans
and business goal to the appraisee. The appraisers on the other hand feel that the goals
and plans have been clearly communicated to the appraisees. Communication is very
essential for any system to function efficiently. Therefore the appraisers should look
into this matter and see to it that the goals and plans are communicated effectively.
 The findings suggest that for success of Appraisal system the credibility of appraiser
is of utmost importance.
 As per the Appraiser, a poorly conducted appraisal system would lead to
demotivation and ineffective teamwok which will result in inefficient functioning and
low productivity in the organization. Therefore, if at all they feel there is
dissatisfaction among the appraisee’s they should motivate them. Achievement,
recogntion, invelvement, job satisfaction and development can motivate the
employees to a large extent. Along with this satisfactory working conditions and
appropraite awards also play an important role.
 Also a majority of employees were satisfied with the current appraisal system
although they requested for some changes.
 Most of the employees were also not clear about the criteria on which ratings were
given to each employee while conducting the performance appraisal. Instead of
secrecy there should be openess. Because of lack of communication, employees may
not know how they are rated. The standards by which employees think they are being
judged are sometimes different from those their superiors actually use. Proper
communication of these ratings can help the employers achieve the level of
acceptability and commitment which is required from the employ.

32.  From the survey we can also derive that the appraisee’s expect a post appraisal
interview to be conducted wherein they are given a proper feedback on their
performance and they can also put forward their complaints if any. The appraisal
should also be followed up with a session of counseling which is often neglected in
many organizations. Counseling involves helping an employee to identify his
strengths and weaknesses to contribute to his growth and development. Purpose is to
help an employee improve his performance level, maintain his morale, guide him to
identify and develop his strong points, overcome his weak points, develop new
capabilities to handle more responsibilities, identify his training needs.
5.CONCLUSION
With rewards being directly linked to achievement of objectives, goal setting and
Performance Appraisal assumes utmost importance. The Performance Appraisal System
has been professionally designed and it is monitored by HRD. The implementation is the
responsibility of each and every employee along with their supervisor. There should be
adequate training to the evaluator that will go a long way in answering the quality of
Performance Appraisal. In conclusion, a Performance Appraisal is a very important tool
used to influence employees. A formal Performance review is important as it gives an
opportunity to get an overall view of job performance and staff development. It

33. encourages systematic and regular joint-stocking and planning for the future. Good
performance reviews therefore don’t just summarize the past they help determine future
performance.
6. Appendices
Questions for Appraisee
Name: ___________________________ Contact No: __________________________
1. What do you expect from a Performance appraisal :
(Rank the options from 1 to 6; 1 being most preferred & 6 being least
preferred)

34. Detail Rank
Salary Administration and Benefits
Determination of promotion or transfer
Decision on layoff
Assistance in goal
Guideline for training Plan
An insight into your strengths and
weakness
2. Do you know what exactly is expected from you at work?
a. Yes b. No
3. Are you satisfied with the appraisal system?
1 2 3 4 5
(1 = Least satisfied; 5 = Most satisfied)
4. Are you aware of performance ratings?
a. Yes b. No
5. Do you think you should be given an opportunity to rate your own
performance?
a. Yes b. No
6. Are you given a chance to rate your own performance?
a. Yes b. No
7. Timing of Appraisals
a. Monthly
b. Quarterly

35. c. Half Yearly
d. Annual
e. Anytime
8. Does the credibility of Appraiser affect the Performance Appraisal
System?
a. Yes b. No
9. Is there a complaint channel for the employees who are dissatisfied with
the performance appraisal system?
a. Yes b. No
10.Are the standards on the basis of which the performance appraisal is
carried out communicated to the employees before hand?
a. Yes b. No
11.Who conducts the performance appraisal”?
a. Immediate supervisor
b. Peer appraisal
c. Rating committees
d. Self-rating
e. Appraisal by subordinates
12.Is the performance Appraisal successful in giving a clear understanding
of the appraisee’s job to both appraiser and appraise?
a. Yes b. No
13.Are the objectives of appraisal system clear to you?
a. Yes b. No

36. 14.Does the appraisal system provide a good communication between the top-
management plans and business goals to staff below?
a. Yes b. No
15.Do you want your comments and suggestions to be taken into
consideration during appraisal?
a. Yes b. No
16.Is there a post appraisal interview conducted?
a. Yes b. No
Questions for Appraiser
Name: ___________________________ Contact No: __________________________
1. Purpose of Performance appraisal :
(Rank the options from 1 to 6; 1 being main purpose & 6 being last
purpose)
Detail Rank
Salary Administration and Benefits
Retain performing employees
Determination of promotion or transfer
Decision on layoff
Assistance in goal
Guideline for training Plan
2. Is the Performance Appraisal helping you to plan your work well?
1 2 3 4 5
(1 = Least helpful; 5 = Most helpful)
3. Does the system provide you a chance to communicate the support you
need from your subordinate to perform the job well.

37. a. Yes b. No
4. Which appraisal system is being employed in the company?
a. Assessment centre
b. MBO
c. BARS
d. 360 degree feedback
e. Balance scorecard
5. Performance Appraisal criteria
a. Quantitative outcome criteria (Sales volume, Sales price,
Productivity, Goal accomplishment rate)
b. Qualitative process criteria (Quality of product or service,
Customer satisfaction)
c. Quantitative process criteria (Efficiency, Cost/expenses,
Attendance)
d. Qualitative process criteria (Judgment, Work attitude, Leadership,
Conduct /Trait)
6. Timing of Appraisals
a. Monthly
b. Quarterly
c. Half Yearly
d. Annual
e. Anytime
7. What do you think is the effect of a poor appraisal system
a. De-motivation
b. Retention

38. c. Ineffective teamwork
8. Does the appraisal system provide a good communication between the top-
management plans and business goals to staff below?
a. Yes b. No
9. Does it give insight to appraisee regarding his strength or weakness?
a. Yes b. No
10.Are employee’s comments and suggestions taken into consideration
before the appraisal?
a. Yes b. No
11.Who conducts the performance appraisal”
a. Immediate supervisor
b. Peer appraisal
c. Rating committees
d. Self-rating
e. Appraisal by subordinates
12.Is the performance Appraisal successful in giving a clear understanding
of the appraisee’s job to both appraiser and appraise?
b. Yes b. No
13.Are the standards on the basis of which the performance appraisal is
carried out communicated to the employees before hand?
a. Yes b. No
14.Do you give an opportunity to the appraisee to rate his own
performance?
a. Yes b. No
15.Do you act upon the results of your performance appraisal?

39. a. Yes b. No
16. If yes, then mention the remedial measures taken?
7. BIBLIOGRAPHY
BOOKS
 Organizational Behavior by Steve Robbins
 The Art of HRD, Reward Management, Volume 9 by Micheal Armstrong
and Helen Murlis
 Performance Management, Concepts, Practices and Strategies for
Organisation success byS. K. Bhatia