AJISH Project

7/29/2019 AJISH Project

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A Study on Performance Appraisal System in IRE

CHAPTER 1INTRODUCTION

Krupanidhi Business School 1


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Introduction

The project work entitled A study on Performance Appraisal System in Indian Rare

Earths Ltd. was undertaken with a view to have an descriptive study surveyed on perfor-

mance appraisal among the employees of IRE. This study was done in partial fulfill-

ment of the requirements for the award of Master Degree in Business Administration.

INDIAN RARE EARTHS LIMITED CHAVARA, KOLLAM is a multicrore profit

making company. In the year 1950 IRE Ltd. Was Incorporated at Bombay. In 1951

IREL become a full fledged Central Govt. Undertaking under the Department of Atomic

Energy.

Performance appraisal is one of the important factors for promotion of employees. The

study was conducted using a detailed questionnaire was prepared and give the employ-

ees for answering.

By the analysis of data gathered through the questionnaire. It was found that more than

90% of employers are influenced by the performance appraisal. They suggested that

performance appraisal is good. And it is essential in their organization. It helps in pro-

viding, additional remuneration to able workers, training, transfer, promotion policies

etc.



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1. SYNOPSIS

INDIAN RARE EARTRHS LIMITED CHAVARA, KOLLAM is a full fledged

Central Govt. undertaking Under the Department of Atomic Energy. They are engaged

in the mining and processing of beach sand bearing heavy minerals from the costal belts

of Neendakara to Kayamkulam.

The main objective of the study was known about the performance of employees in

IRE. Performance appraisal is one of important factor for promotion of employers.

The study was analysis of data by to issue questionnaire to give employers. The study

shows the company fellows self appraisal method for the evaluation of performance of

the employers.

2. SCOPE OF THE STUDY

The researcher was interested to know the effective performance appraisal system in

IRE. The study contacts the performance among the employees in IRE. To covers meth-

ods using evolution of performance appraisal. The study analysis that the employees

opinion about the effective performance appraisal system in their organization.



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3. OBJECTIVES OF THE STUDY

The main objective of the study is, to understand performance appraisal among the em-

ployees of IRE Limited Chavara.

The specific objectives are,

1. To find out whether the performance appraisal is effectively done in IRE.

2. To find out how the performance appraisal is done in IRE.

3. To find out how the performance appraisal is evaluated.

4. To find out employees opinion about performance appraisal.

5. To suggest recommendation for improving workers performance in the organi-

zation.

4. LIMITATION OF THE STUDY.

(a). Shortage of the time

Due to the shortage of the time and other constrains the interview with

workers was limited to understand workers out of the labours strength. It is probable in-

adequate.

(b). Confidential data

Both management and employees are not ready to express the data required for

the project and documents of the company are not open for public scrutiny.



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5. RESEARCH METHODOLOGY

The success of a research mainly depends on the methodology on which if is

carried out. The applied methodology will improve the validity of findings. The re-

search methodology describes the methods of data collection that can be used to solve

the research problems. The methods used for collecting data are sampling method or

sample design, Tools for data collection, Tools for data analysis and Methodology pre-

sentation.

1. SOURCE OF DATA

Data for the study have been collected from both primary and secondary

sources. Through exploratory research secondary data need for the survey are collected

from available materials.

(a) Primary data

Data collected by the investigator directly for the purpose of investigation is

known as the primary data. Primary data are collected through descriptive research.

The primary data collected through

a). Questionnaire

b). Formal interviews with managers and personnel.

A structured questionnaire was distributed to be employee. The objective

was to attain information about training progress about the company and how it is af-

fected their work. The employees indicated their opinion against each question.

Collection of primary data involves much time and money. But primary

data are more genuine are considered to be the best.

(b) Secondary data



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The investigator may make use of data collected by others for the purpose of in-

vestigation. This is known as secondary data. The main sources of secondary data are

from published and unpunished sources. The secondary data needed to prepare this

project was obtained from.

a). Journals of the firms

b) Magazines and Govt Publications

c). Company Records.

2. SAMPLING METHOD OR SAMPLE DESIGN

Sampling is the process of collection information only from a representative part

of the population. One of the above 550 permanent employees employed in IRE we

have selected 50 of them and fixed 50 as the sampling size. The tool for collecting the

data were questionnaire and sample method was adopted for convenience.

The questionnaire was designed keeping in view the objective of the study. The

questionnaire was designed such that it helps to elicit the accurate information. The

questions were ended for the respondents to answer easily. A copy of questionnaire is

given in the annexure.

Sample size 50

Sampling Convenience sampling

Tool Used Questionnaire



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3. TOOLS FOR DATA COLLECTION

The important tools used for the data collections are the following.

a). Questionnaire

b). Formal Interviews with manager and personnel

c). Journals of the firms

d). Magazines and Govt Publications

e). Company Records

4. TOOLS FOR DATA ANALYSIS

After the collection of data from the employees each sample question were clas-

sified and tabulated and subjected to analysis. The data obtained were analysis in the

following ways.

a). Percentage (%)

Percentages are obtained when 100 multiply rations. The percentages of employ-

ees coming under the same category were found out as it helped to know the response of

employees more clearly.

b). Diagrams

Diagrams are used for the Graphical representation of the data. The two type of

diagrams are used they are pie-chart and bar diagram.



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5. METHODOLOGY FOR PRESENTATION

Diagrams are used to present the data diagrammatically as this will give a clear

idea about information diagrams used here are:

a). Bar diagram

b). Pie chart

a) Bar Diagram

The bar or column diagram consists of repeated or columns bar being rectangle

of equal width. The bar can be vertical or horizontal. The width of the bars should be

uniform through out the diagram. The gap between one here and another should be uni-

form through out.

b) Pie chart

If we want to show an aggregate also its divisions various parts a circle may be

drawn and divided into various sector. This is called pie chart. Each sector represents

each division since full angle 3600 around the center of the circle represents the whole

data (i.e. 100%) each sector will have angle at the centre got by the formula.

Pie chart enables used to make two types of comparison

a). Comparison of individual components

b). Comparison of each component with the total.



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CHAPTER 2

PROFILE



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1. INDUSTRY PROFILE

Now the world is full of competition. But IRE is a public limited company where en-

joyed monopoly of the field for rare earths products. It does not face any treat from

competitors. Unless otherwise the Government allows private venture.

It is a fast growing public limited company. Its products are being exported to the for-

eign countries and thus our countries earning more from foreign countries.

EXPORTING

IRE has been exporting minerals illmiate zircon and sillimanate to different countries.

The main customers of IRE are USA, Canada, UK, France, West Germany, Japan and

many countries. Exporting materials are during the period of the October to December.

The materials have been transporting chartered vessels. The Mumbai head office will

make export contracts. These items do not have any type of tax and duties.

ISO: 9002. COMPANY

INDIAN RARE EARTHS LIMITED CHAVARA has established a quality system for

manufacturing and marking of minerals and minerals products awarded to the ISO:

9002 certificate from TUV management service CM Smirch on 18-3-2000. This made

of a strong quality assurance for the products of the international market and proved its

to a complete with a international standard with for the environmental impact of the in-

dustry. The company has achieved ISO: 14000 certificate (environmental management

system).



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2. COMPANY PROFILE

Indian Rare Earths Limited in cooperated in the year 1950 at Bombay, is a Govt. of In-

dia undertaking under the administrative control of the Department of the Atomic Ener-

gy engaged in mining and processing of beach sand bearing heavy minerals from the

costal belth. During 1951 IREL became a public sector undertaking and two minerals

separation plans one at Manavalakurachi in TamilNadu (1967) and the other at Chavara,

Kerala state (1970) were setup. Chavara plants engaged in the processing of beach sand

deposits available on the coastal belt of Neendakara to Kayamkulam.

IREs history should not be narrated with out mentioning the name of German Chemist

Mr. Herr Schom Berg, who has realized that the shining yellowish brown sand particles

sticking to coir, a coconut fibre shipped from India (1909), contained monazite.

This sparkled the discovery of vast deposits of monazite, a rich sources of rare earths, a

group of elements with a vide verity of uses in industry and science. A few plants were

operating at Chavara and Manavalakurichi for the separation of Monazite.

1948 the Govt of India set up the Atomic Energy Commission under the Chairmanship

of Dr. Homi Bhabha. The export of Monazite was stopped and the possibility of setting

up a facility to process the beach sand mineral for the production of Rare earths was ex-

amined. 1950 Indian rare Earths Ltd. (IREL) was incorporated at Bombay. 1951 IREL

became a full-fledged Central Government undertaking under Department of Atomic

Energy and commenced construction of its Rare Earths plants at Udyogamandal in Ker-

ala. 1952 Rare Earth plants were dedicated to the nation on December 24, by the late

Prime Minister, Pandit Jawaharlal Nehru. 1955 opening of Thorium factory off Bob-may. 1965 opining of minerals division at Quilon in Kerala State with manufacturing

facilities at Chavara in Kerala and at Manavalakurich in Tamil Nadu and a giant mineral

sand separation and Synthetic Rutile plant at Chatrapur in Orissa (1986).



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IRE CHAVARA UNIT

The Chavara plant of IREL is situated approximately 16 km north of Kollam. In

1956, under the instruction from Govt. of India, IREL took over the assets of the Tra-

vancore Minerals Limited. As the availability of raw material from beaches both items

of quantity and quality diminished, the company augmented its requirement by dredging

the inland deposits. The Chavara plant is engaged in mining and processing of beach

sand minerals. In 1990 IREL erected and commissioned one concentrate upgrading

plant (CUP). Then two plants are very sophisticated plants and after commissioning of

these plants the production increased substantially.

Chavara is known for supplying 60% Titanium dioxide to the titanium dioxide

industry. As a part of the effort to increase production and upgrading the quality of raw

sand feed, work on the Rs. 14 corers dredge and wet concentrator project was intro-

duced at Chavara in 1987.

Though the operation of the plants does not contribute any environmental pollu-

tion, care is taken to monitor and control liquid, gaseous and solid wastes to ensure that

the safe climates and not exceeded.

The Chavara plant engages 569 permanent employees, which includes 92 offi-

cers, 477 clerical staff and workman. There are also 1240 contract workers. At the

IREL, the future is not hazy image into sharp focus like the sun rising over the eastern

sand dunes shedding light and spreading prosperity. To shall the boom is the market for

the titanium bearing minerals, the company is studying the feasibility of exploiting

some new deposits which bearing minerals, such as ilmenite, rutile etc. in the near fu-

ture in the Neendakara-Kayamkulam coast. The Neendakara-Kayamkulam coastal de-

posit commonly known as Chavara deposits occur on the 22 km long carrier bead with

an average width of 200 meters between two tidal channels of Neendakara in the south

and Kayamkulam in the north.



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CORPORATE MISSION

To harness beach sands in an environmentally and socially responsible manner

for efficiently producing minerals and their traditional and innovate value added

products of the world class quality that are used to make increasingly superior /

novel products required by customers.

To play dominant role in developing domestic rare earths market by producing

and / or marketing the quality value added product. To realize maximum poten-

tial of rare earths in a range of applications.

To build a professional, creative, and committed work forces and nature an envi-

ronment that posters, learning, sharing and development.

CORPORATE VISION

To be a leading supplier of beach sand and minerals from Asia by supplying

10% of the world demand for beach sans and minerals covered next 7-10 years.

It would be achieved by maximum utilization of existing capacity, new capacityaddition capturing major portion of the incremental growth of the global Ti O2

feed stock demand and by diverting competitive value added, rutile, zircon, silli-

manite and garnet products that make handsome contribution to revenue and

profits.

To became the preferred rare earths products supplier (producer / marketer) or

domestic customers to ensure long term sustenance and profitability of rare

earths business active adequate efficiency of monazite processing as long as it is

necessary worth wile.

TECHNICAL EXCELLENCE

IREL uses state of art technology in mining and mineral processing. The rich ex-

periences professional expertise of people who are one among best in the industry and

strict compliance to quality standers has enabled IREL to ermine as to leading supplier



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of heavy mineral to nation and abroad. We are always being driven by innovation and

sound manufacturing practices, be it in product, technology or process.

QUALITY POLICY

We are committed to provide of products of consistent quality to the

satisfaction of the customers through quality management system imple-

mentation.

RESEARCH AND DEVELOPMENT ACTIVITIES

The company has well equipped in house Research and Development facilities to sup-

port flow sheet development works and for solutions to process related problems. The

laboratory is equipped with lab models of magnetic separators, high tension separators,

wet shaking and froth floatation equipments etc.

Awards of Excellence

State award for energy conservation

CMPs shield for environmental protection 1996, 1998, 2000

CMPs shield safety 1997

Industrial safety shield AERP 1997 overall performance of mine safely 1997, 1999, 2000, 2001.

Enterprises Excellence Award

2000-2001 FRO institute of Industrial Engineers, Mumbai.

Export Awards



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CAPE XIL Special Export Award 19995-96, 1996-97, 1997-98, 1998-99,

1999-2000 (Processed Minerals Group)

CAPEXIL Special Export Award 1995-96 (Print & Raw material group)

FUTURE OF THE COMPANY

We in the constant pursuit of excellence have established a reputation as a leading

supplier of beach sand heavy mineral in the country. In the light of new changing eco-

nomic scenario IREL is poised to adapt to pronged strategy namely consolidation and

expansion of our operations and joint venture for value addition and new production fa-

cilities.

3. PRODUCT PROFILE

Production is any process or procedure developed to transform a set of elements like

men, material, capital, information and energy into a specified set of output element like

finished products and in proper quantity and quality thus achieving the objectives of an

enterprise. The essence of production in the creation of goods may be by transformation

or raw materials by assembling so many small particles.

IRE is our silent partner in almost every facts of our daily routine. They take natures

bounty in the form beach sands and separate it to extract rate and minerals that go into

the production of a wide variety of products like.



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PRODUCTS

IRE produces the major beach sand heavy minerals like Ilmenite, Rutile, Zircon,

Sillimanite and Brown Ilmenite (Leucoxene).

PRODUCTS RANGE

PROPERTIES

PRODUCT SPECIFICATION

Sp. Gravi-

ty

Bulk

Density

Packaging

Major applica-

tionKg / M3

IlmeniteQ Grade Tio2 - 58.00% 4.45 - 4.54 2600 - 2630

In bulk / 50 kg HLP

bags with polithenceliner

Tio2 pigment

industry, Tita-nium mental

Rutile Q

Grade Tio2 95.00% 4.18 4.24 2630 - 2650

50 kg HLP bags with

polithence liner

Used as flux

in the welding

electrode in-

dustry

Zircon

Special

Grade Zro2 65.00% 4.60 4.70 2900 - 3000

50 kg HLP bags with

polithence liner

In seramics,

refractories,

foumdries and

glass industrs

Sillimanite

Q Grade A12 O3 58.00% 3.20 3.25 1950 - 2050 50 kg jute bags

In the manu-

facturing of re-

fractory brickscastables,

cordierites etc

Zirflor

(300/200

mesh

ASTM) ZrO2 64.00% - 1800 - 1850

50 kg laminated HLP

bags with polithence

liner

In refractory

and foundry

coatings. Also

as opacifier in

cement indus-

try

Microzir - 1(d50=1~1.2

micron) ZrO2 63.50% - -

20 kg laminated

polithence bags

In cermic

glazes, optical

glass, heat re-

sistant proce-

lain refracto-ries, plastic,

rubber etc



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PRODUCTION PROCESS

The raw sand is collected through mining which includes two different processes.

(1) Beach Washing

(2) Dredging

(1)Beach Washing:-

Beach washing is the process of collecting raw sand containing heavy miner-

als which gets deposited in the sea shore due to wave action.

(2) Dredging:-

Dredging is also known is Inland Mining. In this process the inland deposits

are mined with the help of a dredge. It dredges raw sand at the rate of 120 met/hour by

simultaneously upgrading the concentrate at the rate of 30 met/hour with 85% heavy

minerals.

The collected raw sand transported using tippers.

During January 1990 IRE installed a Mineral Recovery Plant (MRP) for dredg-

ing minerals which dredges the mineral to a maximum depth of 8m. the raw sand con-

tent having an average of 40% heavy mineral is fed to the floating plant upgrading it to

85% heavy mineral content. The failing of MRP is used for the back fill.

The concentrate from the MRP is fed to the concentrate upgrading plant (CUP)

and further concentrate to 93%. The floating dredge plant consists of the spiral concen-

trators which are the tallest in design.

The flow sheet of this floating plan is designed for maximum recovery of the

minerals with minimum waste. Beach washing collected is also concentrated in the con-

centrate upgrading plant.



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ANNUAL PRODUCTION CAPACITY OF CHAVARA PLANT IS:

Product Quantity in MT

Ilmenite 1,54,000

Zircon 14,000

Rutile 9,500

Sillimanite 7,000

Brown 750



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CHAPTER 3

REVIEW OF

LITERATURE



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REVIEW OF LITERATURE

1. BROAD AREA

PERSONAL MANAGEMENT

The term personnel refers to a body of persons employed in a factory,

office etc. so personnel management means management of people employed in any or-

ganization. It is related to the staffing functions.

Without effort human beings resources like materials, machines and

money would remain idle. To achieve the objectives of an organization efficient and ef-

fective use of human resources is essential. Personnel management is that search of

management designed to ensure that every employee makes his fullest contribution for

achieving goals of an enterprise. Personnel management is the art of procuring develop-

ment and maintaining goal effectively.

2. NARROW DOWN FOCUS

PERFORMANCE APPRAISAL AND FUNCTION AREA

Performance Appraisal is a merit rating systematic evolution of the per-

formance of each employee. Once the employees has been selected and placed on their

respective jobs. It is essential for the managers to conduct the performance appraisal to

see how the employee has been effective of the jobs. It reflects how effectively individ-

ual is fulfilling the assigned job. Performance is always measured in terms of results.

According to Beach Performance Appraisal is the systematic evaluation

of the individual with regards to his/her performance on the job and his potential for de-

velopment.

Performance Appraisal is an integrated part of a system of managing. Ef-

fective Performance Appraisal recognizes legitimate desire of employees for progress in



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their profession. Indian Rare Earth Limited has incorporated an efficient system of its

employees. Firstly the employees asked to make self appraisal.

There is a separate performance appraisal committee which consists of a

reporting officer, reviewing officer and an evaluating officer. The reporting officer and

identity a few key traits on the basis of which evaluation is done. Key traits may include

personnel characteristics such as integrity, leadership, analytical, competence judgment

and work related characteristics as job knowledge, interpersonal shill etc.

METHODS OF PERFORMANCE APPRAISAL

(1) Instructed Appraisal

Here the appraiser witness down his impression about the person being

appraisal with out specific form. The appraiser writs whether he feels about the em-

ployee in his own way. There is no particular form for his appraisal.

(2) Ranking Method

It is a simple process of placing employees in a rank according to their

job performance. The best worker is placed first in the rank and the worker occupies

the last rank.

(3) Person to Person Comparison

Here the appraiser ranks by comprise one employees with all other employ-

ees group.

(4) Grading

Here the appraiser ranks by comparison placed in a system of grading like

excellent, good, satisfaction, poor etc.



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(5) Graphic Scales

Here the work of an employee is placed in factors or qualities are points

the scale.

Eg: Punctuality, honesty etc may be assigned values from 1 to 5 on a graphical scale.

Sometimes instead of numerical letter grade (Scale as ABC and E) may be assigned.

(6) Check List

Here various statements are made describing various type of behaviors.

The evaluator will check whether the employee satisfy requirements to the statement.

He has to put Yes or No against the statement or to tick against Yes or No. the

following is a model of check list.

Is the employee interested in the job? Yes? YES NO

(7) Critical Incident

A critical incident means a significant art by a employees is excess or in

short of the requirements of an employee at work. For eg: residing the implication of

change refusing to accept a fellow worker. Welcoming new ideas etc. the supervisor is

required to record all such significant incidents in employees behaviour indicating ef-

fective or ineffective behavior.



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Objectives of performance appraisal

1. To maintain records in order to determine compensation packages, wages structure,

salary raises etc.

2. To identify the strength and weakness of employees to place right men on right job.

3. To maintain and access the potential present in a person for further growth and de-

velopment.

4. To provide a feed back to employees regarding their performance and related status.

5. It serves as a basis for influencing working habits of the employees.

6. To review and retain the promotional and other training programs.

LIMITATIONS OF PERFORMANCE APPRAISAL

1. Effectiveness of any appraisal depends upon the person, who appraises if the ap-

praiser is not experience and qualified his appraiser may prove to be wrong. Simi-

larly the appraiser is highly qualified and highly competetent.

2. In most cases appraisal is done with the help of observation of the supervisors if

the no: of workers.

3. The appraiser himself may show leniency towards some workers. Those workers

whom the supervisor likes to get a favorable appraisal reports while other may be

neglected.

4. If the supervisor for the appraisal is a busy person he will not get adequate time toappraise the performance of each worker. Thus the effectiveness of the appraisal

system is lost.

5. If is different to fix an uniform standard for measuring performance of all workers

while production may be used as a standard in production department. It is diffi-

cult to fix such a standard in Research and Development for Relation department.



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6. Appraisal may result in strained relation between the labour and supervisors.

These workers whom have been rated as poor will complain against the superior

and oppose them.

7. In performance appraisal some management give more importance to punishing

worker who are below standard rather than correcting them and helping them to

know their drawbacks.

Benefits of performance appraisal

1. Improved performance throughout the organization due to:

Increased sense of cohesiveness and loyalty.

Managers are better equipped to use their leadership skills and to develop their staff.

Effective communication of organizations objectives and values.

2. Improved overview of tasks performed by each member of a group.

3. Identification of ideas for improvement.

4. Creation and maintenance of a culture of continuous improvement.

5. Communication to people that they are valued.



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CHAPTER 4DATA ANALYSIS

AND

INTERPRETATION



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Data analysis and Interpretation

The analysis is done on the basis of detailed questionnaires so sample questions

are issued to the employee on the basis of questionnaire. They are tabulation and graphi-

cal representation.

1. Tabulation

Tabular representation is the systematic presentation of data in rows and col-

umns through tables.

2. Graphical representation

Graphic representation of the data is an important compliment to data presenta-

tion. Graphics and diagrams are visual forms of presenting data. In this analysis two

types of graphs are used

a).Bar diagram

A bar chart is a graph that consists to a number of retackle (called bars) of equal

width and length of height of propositional to the values they present. They are drown

on a horizontal or vertical based at equal distance. These bar diagrams are called known

as simple bar diagram.

b). Pie chart

Pie charts are used to present the relative size components in an aggre-

gate. Pie chart is a circle broken down into component sectors they should be used on a

percentage basis and not on absolute basis. Such sector represents each division. Since

full angle 3600 around the center of the circle represents the whole data (i.e. 100%) each

sector will have angle at the center got by the formula.

[Each value/Total of the Value X 3600]



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Table No. 1

Sex of Employees

Sex No. of respondents Percentage

Male 38 76

Female 12 24

Total 50 100

Source: Primary Data

Interpretation

The majority of employees are male category i.e., (76%). The remaining 24% of

employees are female.



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Figure No. 1

Sex of Employees

76

24

0

10

20

30

40

5060

70

80

Male Female

Sex

Percentage

Percentage



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Table No. 2

Age of the employees

Age No. of respondents Percentage

Below 30 2 4

30-40 10 20

40-50 24 48

50-60 14 28

Total 50 100


Interpretation

Half of the employees are belong to the age group of 40-50 years. 4% employees

are belonging of the age group below 30 years. 20% employees are belonging to the age

group 30- 40 years. 28%employees are belonging to the age group 50-60 years.

Figure No. 2

Age of the employees



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4%

20%

48%

28%

Below 30 30-40 40-50 50-60

Table No. 3

Years of Experience of employees



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Years of Experience No. of Respondents Percentage

0-10 2 4

10-20 26 52

20-30 16 32

30-40 6 12

Total 50 100


Interpretation

Most of the employees have to 10-20 years of experience i.e. (52%). 4%employ-

ees have to 0-10 years experience. 32% employees have to 20-30 years of experience.

12% employees have to 30-40 years of experience.



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Figure No. 3

Years of Experience of employees

4%

52%32%

12%

0-10 10-20 20-30 30-40



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Table No. 4

Salary of Employees

Salary No. of respondents Percentage

Below 7000 2 4

Below 15000 26 52

Below 20000 16 32

Above 20000 6 12

Total 50 100


Interpretation

12% of employees are come under the salary category above 20000.4%employ-

ees are come under the salary category below 7000. 52%employees are the come under

the salary category below 15000. 32%employees are come under the salary category be-

low 20000.

Figure No. 4

Salary of Employees



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4

52

32

12

0

10

20

30

40

50

60

Below 7000 Below 15000 Below 20000 Above 20000

Salary

Percenta

Percentage

Table No. 5

Are you aware about the Performance Appraisal



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Aware about P.A No. of respondents Percentage

Yes 44 88

No 0 0

Cant Say 6 12

Total 50 100


Interpretation

The majority of respondents are aware about the term performance appraisal i.e.

(88%). 12% of respondents cant give comments regarding the performance appraisal.

Figure No. 5

Are you aware about the Performance Appraisal



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88%

0%

12%

Yes No Cant Say



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Table No. 6

Is there any effective Performance Appraisal system

Effective No. of respondents Percentage

Yes 30 60

No 16 32

Cant Say 4 8

Total 50 100


Interpretation

Most of the respondents say that there is an effective performance appraisal sys-

tem i.e., 60%. 32% of respondents says that there is no an effective performance ap-

praisal system.8% of respondents cant give any comment regarding effective perfor-

mance appraisal system.



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Figure No. 6

Is there any effective Performance Appraisal system

60

32

8

0

10

20

30

40

50

60

70

Yes No Cant Say

Effective

Percentage

Percentage



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Table No. 7

Is an employee what type of performance appraisal do you except from

your superiors

Type of

Performance appraisal

No. of Respondents Percentage

Unstructured appraisal 6 12

Ranking method 10 20Grading 6 12

Self appraisal & evalu-

ation

28 56

Total 50 100


Interpretation

56% respondents expect self appraisal system from our superiors. 12% of re-

spondents expect unstructured appraisal system from our superiors. 12% respondents

expect grading from the superiors.



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Figure No. 7

Is an employee what type of performance appraisal do you except from

your superiors

12%

20%

12%

56%

Unstructured appraisal Ranking method

Grading Self appraisal & evaluation



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Table No. 8

Can you specify what your opinion about the self appraisal system is?

Self appraisal No. of Respondents Percentage

Good 38 76

Average 10 20

Bad 2 4

Total 50 100

Source : Primary Data

Interpretation

76% respondents opinion about self appraisal is good. 20% respondents opin-

ion about self appraisal is average. 4% of respondents opinion about self appraisal is

bad.



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Figure No. 8

Can you specify what your opinion about the self appraisal system is?

76

20

4

0

10

20

30

40

5060

70

80

Good Average Bad

Self appraisal

Percentage

Percentage



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Table No. 9

Does the company consider any qualification for appraiser?

Qualification of ap-

praiser


Yes 34 68

No 12 24

Cant say 4 8Total 50 100

Source : Primary Data

Interpretation

Most of the respondents (68%) say that company considers qualification of ap-

praiser. 24% of employees consider no qualification of appraiser. 8% of employees

cannot say comment regarding the qualification of appraiser.



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Figure No. 9

Does the company consider any qualification for appraiser?

68

24

8

0

10

20

30

4050

60

70

80

Yes No Cant say

Self appraisal

Percentage

Percentage



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Table No. 10

Appraise identifies key report area on the basis of which evaluation

Key report area on the

basis of evaluation


Unstructured 38 76

Grading 10 20

Self appraisal 2 4Total 50 100


Interpretation

Most of the respondents, i.e. 76%, identifies key report are on the basis of un-

structured evaluation.

20% of respondents identify key report area on the basis of grading evaluation.

4% of respondents identify key report area on the basis of self appraisal evaluation.



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Figure No. 10

Appraise identifies key report area on the basis of which evaluation

76%

20%

4%

Unstructured Grading Self appraisal



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Table No. 11

Can you specify what the commodity for the promotion of all employ-

ees is?

Promotion of the com-

modity


Seniority 36 72

Merit 10 20

Others 4 8Total 50 100


Interpretation

Majority of respondents (72%) specify that seniority is the commodity for pro-

motion of all employees.

20% respondents specify the merit is the commodity for promotion of all em-

ployees.

8% respondents specify that others is the commodity for promotion of all em-

ployees.



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Figure No. 11

Can you specify what the commodity for the promotion of all employ-

ees is?

72

20

8

0

10

20

30

40

50

60

70

80

Seniority Merit Others

Promotion

Percentage

Percentage



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Table No. 12

What is your opinion about the existing performance appraisal?

Opinion about P.A. No. of Respondents Percentage

Good 16 32

Average 34 68

Bad 0 0

Total 50 100


Interpretation

Most of the respondents opinion about the exiting performance appraisal is av-

erage, i.e., 68%. 32% respondents opinion about the existing performance is good.



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Figure No. 12

What is your opinion about the existing performance appraisal?

32%

68%

0%

Good Average Bad



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Table No. 13

Can you specify the performance evaluation is done in the period?

Period No. of Respondents Percentage

Monthly 16 32

Yearly 28 56

Every six months 6 12

Total 50 100


Interpretation

More respondents, i.e., 56% specify that the performance evaluation is done in

the period of yearly.

32% of respondents specify that the performance evaluation is done in every six

months. 12% of respondents specify that the performance evaluation is done in the pe-

riod of yearly.



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Figure No. 13

Can you specify the performance evaluation is done in the period?

32

56

12

0

10

20

30

40

50

60

Monthly Yearly Every six months

Period

Percentage

Percentage



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Table No. 14

Do you agree that the performance appraisal is essential in your orga-

nization?

Essential in the organiza-

tion


Yes 45 90

No 0 0Cant say 5 10

Total 50 100


Interpretation

90% respondents agree that the performance appraisal is essential in the organi-

zation. The remaining respondents cannot say anything.



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Figure No. 14

Do you agree that the performance appraisal is essential in your orga-

nization?

90

0

10

0

10

20

30

40

50

60

70

80

90

100

Yes No Cant say

Essential

Percentage

Percentage



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CHAPTER 5

SWOT ANALYSIS



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SWOT ANALYSIS

1. STRENGTH

Highly skilled managers and experienced workmen having excellent knowl-

edge and experience about mining and production process.

Constant up gradation of technology.

A strong and symbiotic relationship between the top level management and the

lower level management.

Abundance of raw materials in the company premises itself.

Support from government of India and the department of atomic energy.

High concern towards the employees and environment

One of the leading exporters of minerals.

They constantly making the profit for several years.

2. WEAKNESS

Perennial mining problems.

Diminishing supply of raw sand.

The inability of the management to control effectively the resistance

ra ised by the local people in some radical issues

Excess number of civil workers

High labor charges.

Decision making process is highly time consuming and complicated.

Unavailability of land for expansion of the unit capacity.



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3. OPPORTUNITIES

High demand for products.

Growing demand for Titanium, Zircon, Thorium, Rutile, Ilmenite in

Inte rnat ional market.

The recent efforts to tie up with other mining companies like KMML at

Chavara.

As a strategically important company it is always backed by the central govern-

ment.

4. THREATS

Entry of private players such as TATA Group into the Arena of black sand min-

ing.

Over intervention of external political groups in company affairs.

Fluctuations in the value of currency which adversely affects the export income.

Increasing transportation cost.

Protest from environmental activities.

Rapid technological changes in production process

The employees are resistance to change.

The costs of raw material are increasing.



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CHAPTER 6

FINDINGS



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FINDINGS

Majority of employees are from mail category

Half of the employees are belonging are to age group of 42- 50 years i.e.,

48%

52 % of employees have are 10-20 years of experience

52% of employees are come under the salary category of below Rs 15000

Majority of employees are aware about the term performance appraisal i.e.

(88%)

60 % of employees says that there is an effective performance, appraisal sys-

tem

56 % of employees expect self appraisal system from their superiors

76% of employees is opinion about self appraisal is average

Most of the employees says that company consider qualification of appraiser

76 % employees are identifies key report area on the basis of unstructured

evaluation

Majority of employees i.e. (72%) specify that seniority i.e. the commodity for

promotion of all employees

68% of employees opinion about the existing performs appraisal is good



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More employees specify that the performance evaluation is the performance

evaluation is done in the period of yearly

90 % of employees agree that the performance appraisal is essential in our or-

ganization

The appraise make comments are:

a) The existing performance wanted toward organizational development

b) Performance appraisal is essential in our organization

c) The performance appraisal providing additional remuneration to able

works

d) Performance appraisal is attractive system of employees

e) Performance appraisal provide opportunity for the employees to explain

the reason for low performance

f) Performance appraisal help, supervisor can assign the work to the most

suitable worker.

g) The performance appraisal help to framing good effective training for the

workers.

h) In the 50 sample questionnaire, 36 % of the employees does no give any

comment regarding the performance appraisal , 14 % employees opinion

of given in above 50 % employees comments that performance appraisal

is good.



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CHAPTER 6

SUGGESTIONS



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SUGGESTIONS

1) The performance evaluation of employees correctly done in every six month

2) The company should give specific trainings to the Performing employees

3) The company should adopt performance appraisal training poor program to all

the employees

4) The company should use most suitable modern methods of Performance appraisal

system

5) The company should provide promotion and incremental benefits to the deserv-

ing employees.

6) The company should appoint competent personnel to carry out the appraisal

process

7) The company should provide separate evaluation committee for skilled and un-

skilled works.

8) The management of the company should take proper measures to maintain a good

relation ship between appraiser and appraise

9) The company should adopt better training program to all the employees.



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CHAPTER 7

CONCLUSION



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CONCLUSION

In IRE performance appraisal is an integral part of system of management. Ef-

fective performance appraisal recognizes the legitimate desire of employees for progress

in their profession. Poor performances of the employees give continuous specific train-

ing for the development of knowledge and skill of the employees. This study enables as

to know the standard system adopted for performance appraisal in IRE LTD,

CHAVARA.

In this study questionnaires are issued to the 50 employees for the purpose of

collecting information about performance appraisal. The employees answered for each

question on the basis of this questionnaire various analyses are done, i.e., tabulation,

graphical representation.

In the study we can find that more than 60 % of than employees says that the

company has an effective performance appraisal system. They suggested that perfor-

mance appraisal improve productively motivate employees to increase the to wards the

organization

The company has a good performance appraisal system and effective evaluation

method.



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CHAPTER 8

APPENDIX



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QUESTIONNAIRE FOR PERFORMANCE APPRAISAL SYSTEM

IN THE INDIAN RARE EARTH LTD. CHAVARA

Personal Data

Please within where necessary

Name :

Designation :

Department :

Age :

Sex : Male Female

Martial status : Married Unmarried

Widower Widowed

Years of experience: 0-10 10-20 30-40

Salary of employee : Below 7000 Below 15000

: Below 20000 Above 20000

Topic Information

1) Are you aware about the term Performance Appraisal?

Yes No cant say

2) Is three any effective performance appraisal system?

Yes No cant say



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3 An employee what type of performance appraisal do you expected

from your superiors?

Unstructured Ranking Grading

Self appraisal & Evaluation

4) Can you specify what your opinion about the self appraisal system is?

Good Average Bad

5) Does the Company consider any qualification for appraiser?

Yes No cant say

6) The appraise identifies key report area on the basis of which evalua-

tion

Unstructured Grading Self appraisal

7) Can you specify what is the commodity for promotion of all employ-

ees

Seniority Merit Others

8) What is your opinion about the existing performance appraisal

Good average Bad

9) Can you specify the performance evaluation done in the period?

Monthly Yearly Every six month



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10) Do you agree that the performance appraisal its essential in your orga-

nization

Yes No cant say

11) If you are an appraise, please make some comments regarding the per-

formance appraisal

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

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

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

Thank you.



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BIBLIOGRAPHY

BIBLIOGRAPHY



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1) Human Resource Management DR. P C Tripathi Publications - SULTHANCHAND AND SONS, 23 DERYAGARI, NEW DELHI -110002.

2) Business statistics by L. R Potti Published by Yamuna Publication, Trivan-

drum 695023

3) Kothari C.R., Research methodology Models of Technologies, New Age Interna-

tional Publishers

4) HRM by Ashwathappa

5) Company records, Journals

Documents

AJISH Project