A Study on Effectiveness of the Performance Appraisal in Puducherry Power Corporation Limited

8/18/2019 A Study on Effectiveness of the Performance Appraisal in Puducherry Power Corporation Limited

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A STUDY ON PERFORMANCE APPRAISAL IN SARVANA GLOBAL

ENERGY LTD, PEDDUNAICKEN KUPPAM , KURINJIPADI

CHAPTER-1

DESIGN AND EXECUTION OF THE STUDY

INTRODUCTION

Performance management is a holistic process bringing together many of

elements which go to make up the successful practices of people management

including in particular learning and development. But for this very reason, it is

complex and capable of being misunderstood

‘Performance management is not achievable unless there are effective

processes of continuous development. This addresses the core competencies of the

organization and the capabilities of individuals and teams. ‘Performance

management should really be called ‘performance and development and

management.

Performance appraisal is one element of performance management which

involves different measurements throughout the organizations are to take the

advantage of their most important asset, employees, and gain human capital

advantage.

!imply put, it is the observation and evaluation of a school employees work

behavior and accomplishments for the purpose of making decisions about the staff

member. These decisions may include wage, salary, and benefit determinations

promotion, demotion, transfer, or termination actions" and coaching and

counseling, training, or career development options.

There are three basic functions of an effective performance appraisal#

$. To provide ade%uate feedback to staff members on their performance

&. To serve as an opportunity to communicate face'to'face modifications or

changes to existing performance ob(ectives

). To provide data to administrators so they can evaluate a staff member and

(udge future (ob assignments and compensation

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The notion of performance appraisal has become an almost

universally accepted fact of life in most organizations. *t often serves as the

basis for other human resource systems, such as salary management, career

development, and selection processes. Because of all of these uses for the

performance appraisal process, it is increasingly important that schoolleaders more than ever need to improve their managerial and supervisory

skills in such areas as creating individual performance standards, getting

employee commitment to performance standards, and conducting interim

and end'of'year performance appraisal meetings.

This book was written to help school leaders not only improve their

ability in managing their employees performance. But also to provide staff

members with coaching tools that will target their performance deficits. +s

the first step in any performance review process is to identify the

knowledge, skills, and abilities that are re%uired in a specific position, this

book provides administrators with uni%ue (ob descriptions for most support

staff and teaching positions. This is not only beneficial for the administrator,

but it is enormously important to the employee, as specific performance

outcomes are outlined and presented. lear, stated behaviors and outcomes

for workplace performance must be outlined and discussed if the

administrator and the support staff member or teacher can possibly have

success in this process. Both parties must have the same mental picture of their performance expectations.

!elf'appraisal forms are also presented for the (ob'specific

responsibilities, as well as self'appraisal forms for more general,

interpersonal skill areas that affect how employees interact with colleagues,

students, parents, administrators, and others.

+fter comparing the staff members expected with his or her actual

performance, the school administrator can select relevant coaching from the book that the staff member can immediately use to help -close the

performance gap. These coaching tools provide background information on

each performance area, individual development plan forms, and a suggest

dreading list. The information present in each area is not designed to be over

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whelm in, but rather to be practical and ready to use an employee who

needs help in closing a performance gap.

The book also provides school leader s with clear directions on how to

conduct initial, interim, and formative coaching and summative performanceappraisal meetings, as well as presents templates that immediately provide

the employee with beneficial feedback and direction for improvement.

OBJECTIVES OF THE STUDY:

P/*0+/1 2B34T*54

!4267+/1 2B34T*54

PRIMARY OBJECTIVE:

To study on the 28 A STUDY ON PERFORMANCE APPRAISAL

IN SARVANA GLOBAL ENERGY LTD, PEDDUNAICKEN KUPPAM,

KURINJIPADI for their employees.

SECONDARY OBJECTIVE:

• To find out skill and capacity of employees

• To identify training methods to improve the performance employees.

• To analyses the management %uality through the performance

appraisal.

• To improve ways and effectiveness of the existing performance

appraisal

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NEED FOR THE STUDY:

The management was in the position to know whether the existing

performance appraisal is effective or not.

To measure the satisfaction level of the employees.

To get suggestion from the employees for further improvements in existing

performance appraisal.

SCOPE OF THE STUDY:

The study aims at analyzing the issues related to performance appraisal. +

%uestionnaire was farmed to get the details from the employees include the

following categories of information contains the name, age previous experience of

the employees.

LIMITATIONS OF THE STUDY:

0ost of the respondents did not answer the %uestionnaire truly due to fear.

0ost of the employees were busy with their (ob and they dont want to be

disturbed.

7ue to many restrictions cannot meet many employees on time.

8ew respondents reluctant to answer the %uestionnaire.

METHODS OF STUDY:

*n everyday life, every human being has to face many problems viz. !ocial, economical,

financial problems. These problems in life call for acceptable and effective solutions and for this

purpose, research is re%uired and a methodology applied for the solutions can be found out.

/esearch was carried out at t A STUDY ON PERFORMANCE APPRAISAL

IN SARVANA GLOBAL ENERGY LTD, PEDDUNAICKEN KUPPAM found

out the -effectiveness of performance appraisal”.

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RESEARCH METHODS

• To find out the satisfaction of the employees with the performance appraisal.

• To identify areas of improvement in design of performance appraisal.

Data c!!"ct#$ %"t&'(:

Primary data

T! )* c!!"ct#$+ *#%a* 'ata a*" a( )!!.(:-

• !tructured %uestionnaire

!ample plan

• The sample plan is a distinct phase of the research process.

• *t refers to the techni%ue or the procedure a research would adopt in selecting items for

sample.!ample population

• Population consists of the total respondents.

• The research population consists of all the employees at

• !ampling techni%ues

• *n the research random'cum'convenient sampling techni%ues are being used sample

size.

To find out the effectiveness of performance appraisal of G!/a! E$"*+ Lt'

"''0$a#c"$ 0a%, 0*#$2#a'# certain step has been taken which are as follows#'

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+. *nitial research !ample size of 9: employees was selected

Parameters for performance appraisal were listed

B. Preparing a structure %uestionnaire Based on the initial research findings, structure %uestionnaire was prepared

7ata was collected from employee with the help of %uestionnaire

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RESEARCH METHODOLOGY

0ethodology is the backbone of the pro(ect work. *t means the way one researcher

selects and sample size, methods of data collection, various tools used for studying and analyzing

the problems with certain ob(ectives.

AIM OF THE STUDY

+im of the study is to measure the performance appraisal among employees

with special reference to

OBJECTIVES OF THE STUDY

• To find out awareness of performance appraisal inside the organization.

• To find out the benefit of appraisal system to the appraise and appraiser.

• To identify the level of satisfaction between workers and staff.• To analyze the attitude of workers towards management.

SCOPE OF THE STUDY

This research study is useful for understand the exception and re%uirements

of employees to serve them in a better ways.

RESEARCH DESIGN

The type of research is descriptive research. 7escriptive research is the description

of the state of affairs that exists at present. *t includes surveys, facts findings and en%uires at

different level. The ma(or characteristics of this method is that the research has not control over

the variables" he can only report what has happened or what is happening the researcher followed

descriptive research.

SAMPLING DESIGN

The design used for sampling is non probability sampling based on the

convenience of the research.

;hen population elements are selected for inclusion in the sample based on the case

of access, it can be called convenience sampling.

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SAMPLING UNIT

Present employees is G!/a! E$"*+ Lt'. $:: 4mployees.

SAMPLING SI3E

+ sample size is 9: respondents.

HYPOTHESIS OF THE STUDY

There is no association between professional competence and knowledge wise.

There is association between 4ducation


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*t refers to a special kind of ratio. This is used for making comparison between two or

more series of data, it is denoted by=.

=> ?number of respondents@total respondentsA$:: percentage are measure of central

tendency. Percentage are often used in the data presentation" the data are reduced in the standard

form with base e%ual to $::, ;hich facilitate relative comparison. Percentage +nalysis > ?6o.of /espondents@Total /espondentsA9:

CHI-S4UARE

hi's%uare is an important test amongst the several test of !ignificance developed by

statisticians. hi's%uare symbolically written as xC&. xC& is a statistical measure used in the

context of sampling analysis for comparing a variance to a theoretical variance.

*t can be used to determine if categorical data shows dependency or the two

classifications are independent. *t can also be used to make comparisons between theoretical

population and actual data when categories are used.

LIMITATIONS OF THE STUDY

This study is not generalized because it is restricted only to 9: respondents.

Time was not sufficient to conduct detail study.

The study has been conducted in only one industry. Dence the result may vary from one

industry to another.

The study has been conducted for a specified period hence the result may not be same

throughout.

CHAPTER II

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20P+61 P/28*E4

!aravana Flobal 4nergy Eimited *nstrument +mount ?/s. roreA /ating +ction

7ecember &:$G Eong'term, term loans &H.I J*/+K' reaffirmed Eong'term, cash creditfacilities &9.:

J*/+K' reaffirmed Eong'term, proposed facilities ).H J*/+K' reaffirmed !hort'term, bills

discounting facilities $:.: J*/+K+G reaffirmed !hort'term, letters of credit@bank guarantees

$&.9 J*/+K+G reaffirmed */+ has reaffirmed the J*/+K' ?pronounced as */+ minusA

rating to the /s 9I.9 crore term loans and fund based long term facilities of !aravana Flobal

4nergy Eimited ?!F4EAL . */+ has also reaffirmed the short term rating of J*/+K+G

?pronounced as */+ + fourA to the /s &&.9 crore fund based and non'fund based limits of the

company.

The rating reaffirmation considers the weak financial profile of the company with poor cash

flows and the continued default in the repayment of loans ?that remain unratedA owing to the

delay in raising funds through the sale of assets@divestment of stake which was proposed to be

applied towards the 2ne Time !ettlement of foreign currency borrowings. The ratings are also

constrained by the insulator industry remaining vulnerable to cyclicality in the end'user industry

and the weak credit profile of !4Bs who remain the principal buyers" and, the intense

competition in the insulator industry from domestic organized players with threat from hinese

imports expected to recede only gradually.

The ratings, nevertheless, factor in the organized and well established presence of the company

in the domestic insulator manufacturing business" reputed clientele and supplies to ma(or power

transmission companies including !4Bs" favorable long term opportunities for the insulator

industry despite slowdown in the recent past on account of market disruptive imports from

hina" and, the current duty protection to the domestic industry in the form of imposition of

safeguard duty.

The company reported an operating income of /s. GM.) crore, operating profit of /s. &.H crore

and net loss of /s. )).$ crore in 81 &:$G ?2ctober &:$&' 0arch &:$G" $H monthsA as against an

operating income of /s GH.) crore, operating loss of /s $G crore and net loss of /s )H.9 crore in

81 &:$& ?!eptember'endedA.

ompany Profile

!aravana Flobal 4nergy Eimited ?!F4E, formerly known as !aravana *nsulators EimitedA was

incorporated in &::) by ac%uiring the assets of !eshasayee *ndustries Eimited, a sick unit. !F4E

manufactures alumina porcelain insulators in Nnit * located at uddalore, Tamil 6adu, with

capacity of $9,::: tons per annum ?mtpaA and, polymer insulators in Nnit ** located in

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0adhurandhakam, Tamil 6adu, with capacity of O&I,::: pieces per annum for application in

transmission lines, power e%uipment manufactures, and railway electrification pro(ects. The

company also has a separate division, Flobal Power /esearch *nstitute, a 6ational +ccreditation

Bureau of Eaboratories ?6+BEA recognized extra high voltage ?4D5A testing lab in uddalore.

The promoters hold OH:= of the stake in the company in their personal capacity while the

remaining is held by a private e%uity investor. 7ecember &:$G

!+/+5+6+ FE2B+E 464/F1 E*0*T47 ?!F4EA is a reputed manufacturer of +lumina

porcelain and omposite *nsulators for all applications from $$k5 to $&::k5 for supply to all

customers such as !4Bs, 4Ps, 240s, Power Frid orporation of *ndia, 6TP, /ailway

4lectrification and 4xport customers.

The promoters of !F4E have been successful in other businesses in Tamilnadu for more than

four decades and took over the total assets of !eshasayee *ndustries Eimited ?!*EA in &::& and

commenced commercial production in &::G.

Building on the core strength of !*E as one of the first plants in *ndia to produce high

strength +lumina porcelain and provide import substitute to !olid ore and Dollow *nsulators,

the promoters combined the expertise of !*E personnel in Production Techni%ues and added

modern machinery and management approach to enhance


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LITERATURE REVIE5

INTRODUTION:

Performance evaluation reflects on employees actual (ob performance

levels, but in order to get a true picture, the rating must be accurate. +ccuracy isthe primary goal of any appraisal system. 4mployment 7ecisions that are based on

inaccurate rating are not valid and would be difficult to (ustify if legally

challenged. 0oreover, employees tend to lose their trust in the system when rating

do not accurately reflect their performance levels, and this cause morale and

turnover problems, it also hinders on their opportunity for advancement.

).$ 2utgoing Performance 4valuation

Performance appraisals are only effective if it is ongoing. Periodicobservation, monitoring, coaching, counseling, feedback and record keeping by

rater and crucial. Dence in this way performance problems are caught early and

corrected before they have costly conse%uences. The results of performance

appraisal must be given fre%uently to an employee if they are to bring about a

change in an employees behavior or maintain a high standard of excellence.

4mployees need feedback on how well they are doing. The must accurately

perceive the conse%uences of their efforts and be able to set goals on the basis of

this feedback 6LATHAMAND 5EXLEY,17819

Performance appraisals are most commonly undertaken to let an

employee know how his@her performance compares with the supervisors

expectations, whether they are working ob(ective@goals, and to identify areas that

re%uires training or development. ;ithout ade%uate communication between the

employee and supervisor, undesirable work habits may be formed or good work

habits may be viewed by the employee as approval of their current work habits and

performance.

Poor performance should not remain unchallenged because a

performance review is not due, it should be dealt with and at the same time

ob(ective can be clarified and revised. This practice would lead to better informed

employees who are better e%uipped to perform their (ob satisfactorily.

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CRANE 617719 also believes that as a part of ongoing performance evaluation and

to ensure the effective use or performance appraisal scheme, it is necessary to keep

and maintain accurate records of employees performance. areful reviews of these

records at the time of the appraisal would help to eliminate selective memory.

+ccording to SAHI 61779, fre%uent reviews give supervisorsopportunity to assure that progress is being made in developmental ob(ective. 3ob

demands can fre%uently prevent employees from achieving specified ob(ectives.

!upervisors in these instances must re'assign work to allow the completion of this

ob(ective or modify the ob(ective to reflect the changing condition of (ob. Dowever

these shortcomings can only be identified if supervisors are constantly monitoring

employees.

There is evidence in literature that annual appraisal does not meet all

the ob(ective of employees and curtails effectiveness. *t does not allow employee

to prepare themselves for responsibility and goals are not completed 6LEE, 177;9+lternatively, they are poorly completed and the appraisal results in

ineffectiveness, poor communication and feedback ?7+1, $HA.

Dalo @ Dorns 4ffect

Behavioral 2bservation !cale ?B2!A is one of the best techni%ues utilized

by the managers to arte the employees. The dilemma was on the peak in the $M:s

and $I:s. in the same period couple of new innovated rating scales were

introduced, which was Behaviorally +nchored /ating !cale ?B+/!A and the

0ixed !tandard !cale ?0!!A. The innovations were dominant one whichcondensed the errors and improved the observations skills from the performance

appraisal practice.

+ccording to the research of ARVEY AND MURPHY 617789, there were

hundreds of thousands of researches had been taken place between the periods of

$9: to $H:, which merely focused on the different type of rating scales. LANDY

AND FARR 61789 reviewed and researched the method of performance appraisal

in totally a different manner, in which they understand the rater and process in the

organizational context. 2ther performance appraisal reports include the rater

characteristics in their report like race, gender and likeability.

+ccording to a number of researchers, the enhanced and upgraded

performance appraisal procedure and method will enhance the satisfaction level of

the employees and definitely will improve the process of goal setting within the

organization.

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CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

TABLE < =>1

AGE OF RESPONDENTS

S>NOA+" ) "%!""(

N>)

R"($'"$t(P"*c"$ta+"

$&$'): &) GM

&)$'G: $I )G

)G$'9: :G :H

G+bove 9: :M $&

T2T+E 9: $::

!ources# Primary data

I$)"*"$c":

8rom the above table it has been inferred, that GM= of employees are working under theage limit of &$'):, )G= of employees are working under the age limit of )$'G:, and H=

of employees are working under the age limit of G$'9:, $&=. of employees are working

under the age limit of above 9:.

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CHART- =>1

AGE OF RESPONDENTS

21-30 31-40 41-50 Above 500

5

10

15

20

25

30

35

40

45

50

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TABLE - =>?

GENDER OF RESPONDENTS

S>NO Cat"+*N> )

R"($'"$t(

P"*c"$ta+"

6@9

$ 0ale )) MM

& 8emale $I )G

T2T+E 9: $::

!ources# primary data

I$)"*"$c":

8rom the above table it has been inferred, that MM= of employees are male, and )G= of

employees are female.

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CHART - =>?

GENDER OF RESPONDENTS

Male

Female

0 10 20 30 40 50 60 70

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TABLE - =>

4UALIFICATION OF EMPLOYEES

S>N

40a!#)#cat#$( )

"%!""(

N> )

R"($'"$t(

P"*c"$ta+

"

$Below !!E $) &M

&D! :M $&

) 7iploma@7egree &) GM

GPF :H $M

T2T+E 9: $::

!ources# Primary data

I$)"*"$c":

8rom the above table it is inferred, that &M= of employees are %ualified Below !!E

level ,

$&= of the employees are D.!. %ualified

GM= of the employees are 7iploma@7egree holders

$M=. 2f the employees are post graduates.

CHART < =>

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4UALIFICATION OF EMPLOYEES

below SSLC SC !"#loma $!eg%ee P&

0

5

10

15

20

25

30

35

40

45

50

TABLE - =>=

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MARTIAL STATUS

!.62 0arital status 6o. of /espondents Percentage

$ 0arried & 9H

& Nnmarried &$ G&

T2T+E 9: $::


I$)"*"$c":

8rom the above table it has been inferred, that 9H= of respondents are married, and G&=

of respondents are unmarried.

CHART- =>=

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MARTIAL STATUS

Ma%%"e' ()Ma%%"e'0

10

20

30

40

50

60

TABLE - =>

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EXPERIENCE OF THE RESPONDENTS

S>NO Y"a*( N>) R"($'"$t(P"*c"$ta+"

6@9

$ 9 years and below $: &2

&9'$: $$ &&

) $:'$9 $I )G

G $9'&: $& &G

T2T+E 9: $::


I$)"*"$c":

8rom the above table it has been inferred, that &:= of employees are having less then 9years of

experience, &&= of employees are having 9'$:years of experience, )G= of employees are having

$:'$9 years of experience, and &G= of employees are having $9'&: years.

CHART- =>

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EXPERIENCE OF THE RESPONDENTS

0

5

10

15

20

25

3035

Axis Title

TABLE - =>;

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MONTHLY INCOME OF EMPLOYEES

!.62 0onthly *ncome

62. of

/espondents

Percentage

?=A

$ Below /!&:,::: &) GM

& /!&$,:::'):,::: :H $M

) /! )$,:::'G:,::: :9 $:

G /! G$,:::'9:,::: $: &:

9 +bove 9:,::: :G H

Total 9: $::


I$)"*"$c":

8rom the above table it has been inferred, that GM= of employees are earning

below &:,:::, $M= of employees earning /! &$,:::'):,:::, and $:= of employees are earning

/! )$,:::'G:,:::, &:= of employees are earning /! G$,:::'9:,:::and H= of employees are

earning above 9:,:::.

CHART- =>;

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MONTHLY INCOME OF EMPLOYEES

*S 20+000 a)' ,elow

*S 21+000 30+000

*S.31+ 000 40+000

*S 41+000 50+000

Above 50+000

0 5 10 15 20 25 30 35 40 45 50

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TABLE-=>

HO5 OFTEN DOES YOUR PERFORMANCE ASSESSMENT MATCH TO

YOU EXPECTATION

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9$. 6ever $G ?8@

&. /arely $9 @

). 2ften &$ =?@

Tta! 1@

SOURCE: P*#%a* Data

INFERENCE

8rom the above table it has been inferred, that &H= of employees

are answered at never, ):= of employees are answered at rarely, G&= of

employees are answered at often.

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CHART-=>

HO5 OFTEN DOES YOUR PERFORMANCE ASSESSMENT MATCH TO

YOU EXPECTATION

eve% *a%el/ e)

0

5

10

15

20

25

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TABLE-=>8

HO5 DO YOU FEEL ABOUT THE PERFORMANCE APPRAISAL

METHOD IN THE INDUSTRY

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. !imple $) ?;@

&. omplicated $9 @

). !ub(ective && ==@

Tta! 1@

SOURCE: P*#%a* Data

INFERENCE

8rom the above table it has been inferred, that &M= of employees

are answered at simple, ):= of employees are answered at complicated, GG= of

employees are answered at sub(ective.

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CHART-=-8

HO5 DO YOU FEEL ABOUT THE PERFORMANCE APPRAISAL

METHOD IN THE INDUSTRY

S"m#le Com#l"ae' Sbe"ve

0

5

10

15

20

25

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TABLE-=>7

ACCORDING TO YOU HO5 OFTEN SHOULD THE PERFOEMANCE

REVIE5 TAKE PLACE

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. 2nce a month :9 1@

&. 4very ) month $9 @

). 4very $ year ): ;@

Tta! 1@

SOURCE: P*#%a* Data

INFERENCE

8rom the above table it has been inferred, that $:= of employees

are answered at once a month, ):= of employees are answered at every ) month,

M:= of employees are answered at every $ year.

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CHART-=>7

ACCORDING TO YOU HO5 OFTEN SHOULD THE PERFOEMANCE

REVIE5 TAKE PLACE

)e a mo) ve%/ 3 mo) ve%/ 1 mo)

0

5

10

15

20

25

30

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TABLE-=>1

5HAT IS YOUR SATISFACTION LEVEL 5ITH THE CURRENT

APPRAISAL SYSTEM

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. Digh &: =@

&. +verage $9 @

). Eow $9 @

Tta! 1@SOURCE: P*#%a* Data

INFERENCE

8rom the above table it has been inferred, that G:= of employees

are answered at high, ):= of employees are answered at average, ):= of

employees are answered at low.

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CHART-=>1

5HAT IS YOUR SATISFACTION LEVEL 5ITH THE CURRENT

APPRAISAL SYSTEM

PERCENTAGE

"g

Ave%age

Low

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TABLE-=>11

5HAT KIND OF FEEDBACK DO YOU RECEIVE FROM YOUR

SUPERVISOR AFTER THE PERFORMANCE APPRAISAL

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9$. 2nly positive ): ;@

&. 2nly negative :9 1@

). 6ot at all $9 @

Tta! 1@

SOURCE: P*#%a* Data

INFERENCE

8rom the above table it has been inferred, that M:= of employees

are answered at only positive, $:= of employees are answered at only negative,

):= of employees are answered at low.

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CHART-=>11

5HAT KIND OF FEEDBACK DO YOU RECEIVE FROM YOUR

SUPERVISOR AFTER THE PERFORMANCE APPRAISAL

)l/ #o""ve )l/ )ega"ve o a all

0

5

10

15

20

25

30

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TABLE-=>1?

SATISFACTION ON THE PERFORMANCE APPRAISAL DEPENDS ONLY

ON THE MONETARY BENEFITS PROVIDED BY THE INDUSTRY>

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9$. !trongly agree &) =;@

&. +gree &I =@

). 7isagree ' -

Tta! 1@

INFERENCE

8rom above that table it has been inferred, that GM= of employees are answered at agree, 9G= of

employees are answered at strongly agree ,: = of employees are answered at strongly disagree

towards the linkage 0onterey benefits .

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CAHRT-=>1?

SATISFACTION ON THE PERFORMANCE APPRAISAL DEPENDS ONLY

ON THE MONETARY BENEFITS PROVIDED BY THE INDUSTRY>

PERCENTAGE

S%o)gl/ ag%ee

Ag%ee

!"ag%ee

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TABLE-=>1

HAVE YOU TRIED TO CHANGE YOURSELF AFTER THE NEGATIVE

REMARKS 4UOTED IN THE PERFORMANCE APPRAISAL SYSTEM

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. 1es &: =@

&. 6o $& ?=@

). 6ot at all $H ;@

Tta! 1@

INFERENCE

8rom the above table it has been inferred , that G:= of employees are answeredyes, &G= of employees are answered no, )M= of employees are answered 6ot at

all

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CHART-=>1

HAVE YOU TRIED TO CHANGE YOURSELF AFTER THE NEGATIVE

REMARKS 4UOTED IN THE PERFORMANCE APPRAISAL SYSTEM

e o o a all

0

2

4

6

8

10

12

14

16

18

20

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TABLE-=>1=

5HICH IS THE HIGHER LEVEL OF BENEFIT THAT IS OFFERED FOR

A BETTER PERFORMANCE IN YOUR INDUSTRY

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. 1ear'end bonus &: =@

&. Promotion $H ;@

). /eward incentives $& ?=@

Tta! 1@

INFERENCE

8rom the above table it has been inferred, that G:= of employees year end bonus high rate of

performance appraisal in the organization, )M= of employees promotion, and &G= of employees

are reward incentives

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CHART-=>1=

5HICH IS THE HIGHER LEVEL OF BENEFIT THAT IS OFFERED FOR

A BETTER PERFORMANCE IN YOUR INDUSTRY

ea%-e)' bo) P%omo"o) *ewa%' ")e)"ve

0:

10:

20:

30:

40:

50:

60:

70:

80:

90:

100:

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TABLE-=>1

ARE YOU SATISFIED 5ITH THE CURRENT APPRAISAL METHOD

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. !atisfied &$ =?@

&. 6ot satisfied $& ?=@

). 6eutral $I =@

Tta! 1@

8rom the above table it has been inferred, that G&= of employees are feels that

current appraisal system is satisfied &G= of employees are feels that current

appraisal system is 6ot satisfied, )G= of employees are feel that current appraisal

system is 6eutral.

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CHART-=>1

ARE YOU SATISFIED 5ITH THE CURRENT APPRAISAL METHOD

Sa";e' o a";e' e%al

0

5

10

15

20

25

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TABLE-=>1;

DO YOU THINK THAT PERFORMANCE APPRAISAL GIVE

CONSTRUCTIVE CRITICISM IN A FRIENDLY AND POSITIVE

MANNER

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. 1es $I =@

&. 6o $9 @

). 0ay be $H ;@

Tta! 1@

INFERENCE

8rom the above table it has been inferred , that )G= of employees are answered

yes, ):= of employees are answered no, )M = of employees are answered maybe

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CHART-=>1;

DO YOU THINK THAT PERFORMANCE APPRAISAL GIVE

CONSTRUCTIVE CRITICISM IN A FRIENDLY AND POSITIVE

MANNER

PERCENTAGE

e

o

Ma/ be

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TABLE-=>1

PERFORMANCE APPRAISAL HELPS EMPLOYEE SET AND ACHIEVE

MEANINGFUL GOALS>

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. +gree &) =;@

&. !trongly agree &) =;@

). 7isagree :G 8@

Tta! 1@

I$)"*"$c":

8rom above that table it has been inferred, that GM= of employees are answered at agree, GM= of employees are answered at strongly agree , :H= of employees are answered at strongly disagree

towards Performance +ppraisal Delps 4mployee !et +nd +chieve 0eaningful Foals.

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CHART-=>1

PERFORMANCE APPRAISAL HELPS EMPLOYEE SET AND ACHIEVE

MEANINGFUL GOALS>

Ag%ee S%o)gl/ ag%ee !"ag%ee

0

5

10

15

20

25

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TABLE-=>18

DO YOU RECEIVE ANY INCREMENT IN YOUR SALARY AFTER PERFORMANCE APPRAISAL

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. 1es &: =@

&. 6o $G ?8@

). 6ot at all $M ?@

Tta! 1@

I$)"*"$c":

8rom the above table it has been inferred that G:= of employees are answered positive , &H= of

employees negative, )&= of employee are answered at not at all.

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CHART-=>18

DO YOU RECEIVE ANY INCREMENT IN YOUR SALARY AFTER

PERFORMANCE APPRAISAL

e o o a all

0

5

10

15

20

25

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TABLE-=>17

THE PERFORMANCE OF EMPLOYEES IMPROVES AFTER PROCESS

OF PERFORMANCE APPRAISAL

S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9

$. +gree && ==@

&. !trongly agree $I =@

). 7isagree $$ ??@

Tta! 1@

I$)"*"$c":

8rom above that table it has been inferred, that GG= of employees are answered at agree, )G= of employees are answered at strongly agree , &&= of employees are answered at strongly disagree

towards the linkage improves after process of performance appraisal

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CHART-=>17

THE PERFORMANCE OF EMPLOYEES IMPROVES AFTER PROCESS

OF PERFORMANCE APPRAISAL

Ag%ee S%o)gl/ ag%ee !"ag%ee0

5

10

15

20

25

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TABLE-=>?

5HAT ARE THE TECHNI4UES THAT ARE USED IN YOUR

ORGANI3ATION

S>NO Pa*t#c0!a*( R"($'"$t

(

P"*c"$ta+" 6@9

$. 2bservation &: =@

&. +ssessment and development $9 @

). heck list $9 @

Tta! 1@

I$)"*"$c":

8rom above that table it has been inferred, that G:= of employees are answered at 2bservation,

)G= of employees are answered at +ssessment and development , &&= of employees are

answered at heck list strongly towards the linkage improves techni%ues

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CHART-=>?

5HAT ARE THE TECHNI4UES THAT ARE USED IN YOUR

ORGANI3ATION

be%va"o) Aeme) a)' 'evelo#me) Ce< l"0

5

10

15

20

25

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CHAPTER V

FINDINGS, SUGGESTION CONCLUSION

FINDINGS:

$. The some of the respondentsGM= of employees is working under the age limit of &$'):

&. The 0a(ority of the respondentsMM= of employees is male

).The some of the respondentsGM= of employees is working under the 7iploma@7egree

G.The 0a(ority of the respondents9H= of employees is married

9.The some of the respondents)G= of employees is having $:'$9 years of experience,

M.The some of the respondentGM= of employees are earning below &:,:::

I. The some of the respondents G:= of employees are answered at 2bservation

H.. The 0a(ority of GG= of the /espondents said that performance assessment of rarely.

.The 0a(ority H:= of the /espondents had received increment in their salary.

$:.The 0a(ority ):= of the /espondents are feeling about the Performance +ppraisal mode of

complicated in

$$.The 0a(ority &H= of the /espondents said that Performance review take place has been

conducting one time in every six months

$&.The 0a(ority G:= of the /espondents are very highly satisfied with current appraisal system

$).The 0a(ority ):= of the /espondents are Performance +ppraisal as yearend Bonus.

$G.The 0a(ority M:= of the /espondents have received feedback from your supervisor on their

Performance that only positive.

$9.The 0a(ority 9:= of the /espondents are agreed on the believe statement about performance

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SUGGESTION

$.8ocus on relevant performance, Behaviour or outcomes, not on the

individual as a person.

&. Present perceptions, reactions and opinions as such and not as facts.). 8ocus on specific, observable behaviour, not on general, global

impressions.

G. 8or feedback that is evaluative rather than descriptive, focused on

established criteria.

9. +void loaded terms that produce an emotional reaction or raise

defenses.

M. 8ocus on the area over which the person can exercise some control or

for which he or she can use the feedback to improve or to planalternative actions.

I. ;hen encountering with defensive reactions, deal with the reactions

rather than trying to convince, reason or supply other information.

H. Nse a method of communication that conveys acceptance of the

person as worthwhile with the right to be different.

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CONCLUSION

the basis of study of finding the following conclusion and suggestions are given# The present

business environment for banking is highly volatile and uncertain. *t is highly competitive and

every bank is finding difficult to service grow, stabilize and excel in banking business. 8urther,

for better performance management must keep watch on the

emerging trends in business environment. The proper and timely strategies are to be adoptedto

improve efficiency of the whole organization ompetition is faced from public, private, foreign

and cooperative banks. They have adopted the strategy for effective workings are use of advance

technology and changes in working procedure. 6o doubt performance has been improved but

manpower is not maintained and utilized properly 8or improvement in human resources, special

focus should be given on selection, training, motivate career opportunities or employees

etc.0anpower is considered as the mosimportant resource but it is day to day dealing efforts are

found for the sufficient efforts are not found for improvement of competencies and motivation of

employees. *t is suggest that in this direction strong steps are to be taken.

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A STUDY ON PERFORMANCE APPRAISAL IN SARVANA GLOBAL

ENERGY LTD, PEDDUNAICKEN KUPPAM , KURINJIPADI

2N4!T*266+*/4

1

.

ame =

2 !e#a%me) =

3

.

Age = 30 /ea% a)' below 31-40 /ea%

41-5 0/ea% above 5 /ea%

4

.

&e)'e% = Male Female

5 >al";a"o) = ,elow SSLC SC

!"#loma$!eg%ee P&

6

.

Ma%"al Sa = Ma%%"e' ()ma%%"e'

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14. !atisfaction on the performance appraisal depends only on the monetary benefits provided

by the industry.

+A !trongly +gree BA +gree A 7isagree

15. Dave you tried to change yourself after the negative remarks %uoted in the performance

appraisal systemR

+A 1es BA 6o A 6ot at all

16 ;hich is the higher level of benefit that is offered for a better performance in your industryR

+A 1ear'end bonus BA Promotion A /eward incentives

17. +re you satisfied with the current appraisal methodR

+A !atisfied BA 6ot !atisfied A 6eutral

18 7o you think that performance appraisal give constructive criticism in a friendly and positive

mannerR

+A 1es BA 6o A 0ay be

19. Performance appraisal helps employee set and achieve meaningful goals.

+A +gree BA !trongly +gree A 7isagree

20.7o you receive any increment in your salary after performance +ppraisalR

+A 1es BA 6o A 6ot at al

21.The Performance of employees improves after process of performance appraisalR

+A +gree BA !trongly +gree A 7isagree

22.;hat are the techni%ues that are used in your organization for assessing performanceR

+A 2bservation BA +ssessment and 7evelopment A heck Eist

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BIBLIOGRAPHY

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D*>C>B>Ma%*#a

H#%a!aa P0/!#($+ H0("

M0%/a#

?> R"("a*c& M"t&'!+:

C>R>Kt&a*#

N". A+" I$t"*$at#$a! 6P9 L#%#t"'

N". D"!

5EBSITES:

...>++!">c%

...>a&>c%

...>.##"'#a>c%

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http://www.google.com/http://www.yahoo.com/http://www.wikipedia.com/http://www.yahoo.com/http://www.wikipedia.com/http://www.google.com/


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Documents

A Study on Effectiveness of the Performance Appraisal in Puducherry Power Corporation Limited