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CHAPTER- I
INTRODUCTION
1.1 INTRODUCTION ABOUT THE STUDY
The ability to use appraisal to develop and motivate employees is a core management
skill. Regular, constructive feedback on performance is vital if staff is to build on their
strengths, achieve their full potential, and make the maximum contribution to their
organization. Appraising staff equips you with all skills and techniques you need to conduct
successful appraisals. It clearly explains the key aims and benefits of the appraisal process,
and leads you step-by-step through the preparation, management, and follow-up of the
appraisal interview. The section is packed with advice to help you encourage open
discussion, interpret body language, build confidence, deal with performance problems, and
more.
During and after world war-1, the systematic performance appraisal was quite
prominent. Credit goes to Walter dill Scott for systematic performance appraisal technique of
man to man rating system (or merit rating). It was used for evaluating military officers.
Industrial concern also used this system during 1920 and 1940’s for evaluating hourly paid
workers. However with the increase of training and management development programs from
1950’s management started adopting performance appraisal for evaluating technical, skilled,
professional and managerial personnel as a part of training and managerial development
programs. With this evolutionary process, the term merit rating and been charged into
employee appraisal or performance appraisal. This is not mere change in the term but a
change in the scope of the activity as the emphasis of merit rating was limited to personnel
traits, whereas performance appraisal covers result, accomplishment and performance.
Therefore performance appraisal enables employee to get incentive treatment according to
their potential, sincerity and capabilities. They get motivated by which, performance
appraisal benefits not only employee but also the management in the form of greater
productive efficiency.
1
1.2 INTRODUCTION ABOUT THE COMPANY
The Hatsun world, India's largest private dairy. From a modest ice-cream,
Manufacturer to one of the leading names in India's dairy sector in just a span of three
decades, Hatsun now stands majestically as a hallmark of successful entrepreneurship. Be it
in the Dedication to quality, in employing the world's latest technology, innovative marketing
Strategies, or bringing prosperity to hundreds of thousands of farmers in the south. It started
as a creamy dream in 1970: Arun Icecreams, the rich, delicious brand that has captured the
hearts of millions of icecream lovers. With over 70 delightful varieties it is the No. 1 selling
icecream in south India.
Arun Icecreams is manufactured at the most modern plant of its kind in Chennai. From
the ingredients, to the packaging and distribution stringent quality control is maintained at
every stage which has made Arun Icecreams the first icecream brand in India to win the 9001
certification for quality and world-class manufacturing facilities. Arun Icecreams reaches the
consumers through the largest network of exclusive parlors in India. These and the many
Arun mini-parlors in the rural areas provide employment to thousands of people. When the
vision is clear and the dedication total, growth follows, and Hatsun expanded.
When the market was ruled by unhygienic milk, Hatsun came up with Arokya -the
standardized, homogenized and bacteria clarified milk. Arokya milk is still unsurpassed in
purity, thickness and quality and has made it one of the most preferred milk brands consumed
by several hundred thousand households every day and then came Hatsun Komatha. This
product is Hatsun's proud Contribution of a superior quality, lower fat milk which Hatsun
calls 'Cow's milk'. Komatha is the perfect symbolization of the values and attributes of the
provider of fresh milk -the cow. No wonder then Hatsun Komatha milk is hailed as the most
suitable milk for the whole family.Loved by kids and adults alike for its taste and freshness.
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Hatsun handles a total 1.8 million litre a day. Hatsun's quest for quality starts at procurement,
two times a day, 365 days of the year at over a thousand collection centers, from more than a
hundred thousand farmers. Hatsun sources its milk with an ever watchful eye, always keen on
quality. It is an enthusiastic and bustling activity when milk takes its first step in its journey
to the consumers' homes.
In 1970’s Mr.K.G.Chandramogan started the Ice-cream business in small level. But it
developed well and Ice-cream market gives well profit. Next started dairy division in salem
near by karumapuram village. First it was package section. In 1998, Hatsun food private ltd
established in big level fluid milk processing. Then dairy ingredient plant was established in
2004 near by old plant at karumapuram.
Now this unit received ISO 9001, ISO 14000 and HACCP certifications. It also
manufactured milk in various brand name like “AROKYA”,”SANTHOSA” and
”GOMATHA”. First hatsun introduced 100% free bacteria milk followed by German
method.Hatsun manufactured fluid milk, dried milk, ghee, curd and butter milk.
The company is managed by the Managing Director, Joint Managing Director and
Executive Director - Operations subject to the superintendence, control and direction of the
board of directors.The board of Directors of the company have an optimum combination of
executive, Non-Executive and independent directors, which compels with clouse 49 of the
listing requirements as well. The entire board of the company is involved in selection,
Orientation and succession of directors.
3
HATSUN AGRO ORIGIN
Mr. R.G CHANDRAMOGAN, one of the Promoters of the Company established a
Partnership firm in the year 1970 under the name M/s.CHANDRAMOHAN & CO., for the
manufacture and sale of Ice Creams and Milk and Dairy based Products. The facilities were
set up at Madras. The business grew rapidly and the Firm's turnover increased from Rs.1.00
lakh in 1970 to Rs.29.52lakhs in the year 1986.
Hatsun Foods Private Limited was incorporated on 4th March 1986. On 01.04.86 the
Company was admitted as a Partner in M/s. CHANDRAMOHAN & CO. In terms of Deed of
Dissolution dt.30.04.1986 M/s.CHANDRAMOHAN & CO. was dissolved and all the assets
and liabilities of the Firm (except the Brand Name ARUN vested with the Company. The
Brand Name ARUN vested with Mr. R.G. CHANDRAMOGAN.
In 1987, Mr. R.G. CHANDRAMOGAN allowed the Company to register the Brand
Name ARUN, in the name of the Company subject to a payment of 1% Royalty on the
Company's Gross Ice Cream Sales Turnover. The Company has not paid any other
consideration for the brand.
Till April '95 (04.04.95) the Company was carrying on its manufacturing activities. The
Company scrapped its manufacturing facilities at its Tolgate Unit, since the facilities became
old and outlived its utilities The Company is now concentrating only on marketing of Ice
Creamand Milk and Dairy based products under the brand name ARUN
The Company has changed its Name to HATSUN MILK FOOD PRIVATE LIMITED
and Certificate to this effect was obtained from the Registrar of Companies, Tamil Nadu,
Madras on 07.08.95 and subsequently converted into Public Limited Company by passing
Special Resolution in Extra Oridinary General Meeting held on 09.08.95 and Certificate to
that effect has been issued on 11th August 1995 by Registrar of Companies, Tamil Nadu.
4
Since it is a Private Limited Company, Converted into Public Limited Company it does not
require a Certificate of commencement of Business.
BUSINESS OF THE COMPANY:
Since incorporation in the year 1986 the Company has been engaged in the
manufacturing and marketing of Ice Cream and Milk and Dairy based products under the
brand name 'ARUN'.
Mr. R.G. CHANDRAMOGAN, the owner of the brand name permitted the use of the
brand name subject to a payment of royalty @ 1% of the Gross Ice Cream Turnover achieved
by the company. In 1987 the company was also allowed to register the brand name in the
name of the Company subject to the same terms. Except the royalty payable by the Company,
no other consideration was paid in 1987.
The Company decided to reorganize its operations by closing down its / manufacturing
operation and hiving of leather division and retaining only marketing operations. As part of
the strategy, the Company closed down its manufacturing activity on 4th April 1995, since
the facility at its Tollgate Unit has out lived its utility. The Company has also put up Wind
Mill of 250 KVA for generation of power to meet part of the power requirements.
The Company also operated a Leather Division for the export of leather garments. The
division has since been sold. The Company proposes to focus its efforts only on marketing of
Ice Cream and Milk and Dairy based Products. For Sourcing Ice cream and other Ice Cream
based products, the company has entered into a contractual arrangement with its
Group/Associate concerns.
5
PRESENT PLAN AND PROPOSAL OF THE COMPANY:
The Company proposes to focus its activities purely on marketing Ice cream and Milk
and Dairy based products Marketing is critical to the industry and bigger Companies have
already entered the field in a large way. Therefore the company felt that it should have a
focused approach and an undiluted attention towards marketing. The Company has therefore
decided to concentrate only on marketing; leaving the production to their associates/group
Companies from where it can source the Ice Cream and Milk and Dairy based products.
Further it also proposes to take advantage of the Brand Name ARUN which has been an
established Brand for more than a Decade. The Company has agreed to discharge the annual
obligation attached to the Brand name ARUN by making lump sum payment of Rs. 363
lakhs.
The Company also felt it necessary that its market should be protected from any
competition from the promoters. In order to ensure this the company has entered into
strategic arrangement with the promoters. This arrangement prohibits any competition from
them for a period of 20 years from the date of this agreement. For this the company proposes
to pay a lump sum consideration of Rs. 400 lakhs.
Further to this, the Company has made an arrangement for the supply of the entire
production of Atlantic Foods and Hatsun Foods Company, concerns belonging to the group
The Sales Turnover achieved by Atlantic Foods and Net Profit Figures are given below to
indicate the potential benefit of the tie-up:
6
COMPANY TURNOVER FOR THE YEAR 2007,08,09:
HAPL QUALITY OBJECTIVE:
Aimed towards zero defects.
Enhancing customer’s satisfaction level.
Delivery on every time.
Continual improvement in product consistency.
Focusing on supplier’s quality system.
Maintaining optimum inventory level.
Reducing process time and increasing productivity.
Reducing rework and wastage.
Conservation of energy.
MAN POWER OF THE HATSUN
S.No Category No.of Employees
1. Officers 30
2. Staff 30
3. Workers 290
Total 350
Source: Primary data collected from personnel department of HATSUN
7
(Rs. in lacs)
Patrticulars 31.03.09 31.03.08 31.03.07
Sale of Ice Cream Rs 552.60 Rs 369.58 Rs 248.05
Other Income Rs 6.38 Rs 4.71 Rs 20.36
Total Expenditure Rs 520.63 Rs 329.78 Rs 257.18
Net Profit Rs 38.35 Rs 44.51 Rs 11.23
The man power planning is looked after by the administrative on department and the
factory manager, is acting as an advisor in this matter. This department is to prepare man
power plans for the optimum utilization of the personnel employed in the HATSUN covering
all categories of employees like technical, non-technical, official etc..
HATSUN has total strength of 608 employees and is functioning on shift basis
without any stoppage of machines during the normal conditions. The timing of the shift area
as follows.
SHIFT TIMINGS OF THE HATSUN
A Shift6.00 a.m to 2.00 p.m
B Shift2.00 p.m to 10.00 p.m
C Shift10.00 p.m to 6.00 a.m
Office hours: 9.30 a.m to 5.00 p.m
Source: Primary data collected from personnel department of HATSUN.
LEAVE AND HOLIDAYS
Number and Nature of holidays
S.No Nature of Holidays No.of Days
1. Government holidays 4
2. Festival holidays 4
Source: Primary data collected from personnel department of HATSUN.
8
The government holidays are Republic day, Independence Day, Gandhi Janyanthi and
May Day. The festival holidays are Deepavali, Pongal, Tamil New Year, Pooja holidays.
Cadres Casual Leave Medical Leave Earned Leave
Officers 15 days 18 day 1/11
Staff 15 days 18 day 1/11
Workers 15 days 18 day 1/20
Source: Primary data collected from Personnel department of HATSUN
The management provides the following leave to their employees, Casual Leave to
the Officers, staff and workers yearly 15 days. Medical leave to the officers, staff and
workers yearly 18 days. Earned leave to officers and staff are same. Also one day earned
leave is granted for an every working day. In the case of workers the earned leave is granted
1day for an every 20working days. If a workers does not want to avail the leave and attends
work on that particular religions day of his any religion he will be paid extra wages.
9
PRODUCTS OF THE COMPANY
PANEER HATSUN SANTOSA MILK
HATSUN KOMATHA MILK
SKIMMED MILK POWDER
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AROKYA MILK
HATSUN BUTTER MILK
ARUN ICECREAMS
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HATSUN CURD
HATSUN COW GHEE
12
CHAPTER - II
2.1REVIEW OF LITERATURE
Every individual has his or her own viewpoints towards a similar issue. Hence, there is
similar issue. Hence, there is enough and more scope for men who are interwoven in the
organizational structure to enter into appraising while working together. Thus is appraising
inevitable whenever two or more human beings work together. For healthy and effective
functioning of a human being in an organization one should be adept in handling appraising
An in resolved appraising might trigger a long line of troublesome consequences for
the person as well as to the organization. Hence it is imperative to study about the various
techniques and strategies adopted by persons in appraising resolving strategies among the
organizational supervisors. Therefore a scientific enquiry in this area is meaningful and
essential. The present study is one such attempt.
This review of literature involves collection of some literature and works previously
done in the same area and other related areas. By doing this the researcher can make a study
to explore new dimensions in the same area and add to the body of knowledge.
The researcher can make a study to explore new dimensions in the same area and add to the
body of knowledge.
Several approaches to appraising management have been proposed
Pattarind and Cheston (1979) made a study on appraising management. The objective of
the study was to find out the most adopted style among the respondents among methods like
forcing, problem solving, compromise and avoidance. They studied a total of 52 incidents
from the findings it was evident that the majority of the incidents the respondents used the
problem solving method and there was not one bad result.
Crosby and Sehere (1981) have argued that third party intervention can succeed if the
organizational climate factors are favourable, for such intervention. They have proposed
several factors, balance of power, procedures, attitudes towards open disagreements, use of
third parties, power of third parties, neutrality of third parties, leader’s appraising –resolution
style, low the leader receives negative feedback, follow-up, feedback procedures,
13
communication skills and track record. They have given on instrument to measure these
factors on a 6-point scale.
Janaki (1982) conducted study among personnel executive at BHEL on appraising
management. The objective of the study was to conduct opinion study regarding appraising
management form the findings it is evident that the majority of the respondents (93%) have a
agreed to the negotiation style and majority of the respondents are against approach mode of
appraising management.
Kazsbom (1992) recommends that teams communicate often by:
Having frequent and effective upward and downward communication within the organization
so that the team has accurate information and feedback from the organization to meet the
needs the organization (e.g., scheduling, forecasts, and organization priorities).
Having frequent and productive team meetings or status review sessions to increate
communication among the various functions of the team and the organization.
Clauddius Cruz (1995) conducted a study among workers at BHEL on appraising
management (the objective of the study was to study the appraising management strategies
among the workers. It is evident that more than half of the respondents (54%) have agreed to
the non-confrontation strategies.
Capozzoli (1995) recommends using positive appraising resolution process, which overlaps
with some of the recommendations discussed earlier. Other to put toward consider, include:
Making sure that each team member understands his or her responsibilities to solve the
problem by having each member write down his or her responsibilities.
Having the team practice appraising resolution skills.
Keeping solution options open: Allowing and encouraging the team members to use
appraising management strategies, instead of squelching such practices.
Fisher et al. (1995) recommend five steps to resolve appraising that includes:
1. Recognizing that the appraising exists
Finding common ground by putting the appraising in the context of the larger of the team and
the organization
14
Understanding all the perspective of the issue, this means that everyone is not required to
agree with the opposing views
Attacking the issue and not the members of the team
Developing an action plan that describes how each member of the team will solve the
problem or issue.
Bens (1997) Recommends the following ways a facilitator can encourage a constructive
healthy debate:
1. Identify and examine the differences to gain understanding of all perspectives
2. Having a rule that everyone must listen politely
3. Having people paraphrase each other people’s ideas
4. Openly address the concerns of the team or the individuals
5. Openly address problem-solving concerns
6. Inviting constructive face-to-face feed back
7. Being assertive as a facilitator
8. Aim to get closure and move on to the next issue.
Tjosvold et al., (1999) have found that direct, open discussion of disagreements result in
greater understanding of other people’s ideas and motivates one to question the accuracy and
completeness of one’s own views. That is, open discussion allows people to see the
limitations of their own perspectives. Thus, people are then better able to understand
opposing views and different ideas by considering other people’s perspectives or ideas. As a
result, these people are able to incorporate their own ideas with the best and reliable
information from others, which result in higher quality decisions.
Sridhar Bindu (2004) in the study on appraising mediation has analyzed on the working
trend appraising at the workplace are inevitable and attempts to ignore or repress them
through regulations and power only serve to heighten the anger and make the scenario more
destructive. As a rule, employees should be encouraged to try and resolve their own problems
first before coming to their manager.
15
Provide continuous informal feedback
Formally review performance
Formally review development
1.3 THEORETICAL BACKGROUND
Effective appraisal is at the heart of successful management understand how the
appraisal process works, and recognize how a well-managed system benefits employees and
organizations.
DEVELOPING PEOPLE
Regular feedback develops staff and helps them to achieve their objectives. Create an
environment in which people welcome continuous feedback, and use the appraisal interview
as a formal round-up of these on-going, informal reviews.
Providing Feedback:
All employees want to know how their performance is viewed by their manager. It is
important to provide this feedback continuously, whether it is positive or negative. Proper
feedback helps team members identify where they need to improve their skills Knowledge
and attitudes. Even highly successful achievers needs feedback to help them sustain their
performance. On-going feedback improves morale, since people know exactly where they
stand, and enables managers to express concerns than storing them up.
GETTING THE MOST FROM APPRAISAL
An effective appraisal system has many benefits. Use it to:
Sustain motivation and commitment;
Continuously improve performance;
16
Given direction and agree expected contributions;
Set targets in line with organizational and team goals;
Review development so far;
Identify training needs;
Celebrate successes and learn from disappointments;
Understand career aspirations and assess potential;
Gather ideas for change.
DEFINING APPRASAL
Effective appraisal relies on the provision of regular feedback. This feedback is then
formalized in a two-part review of a team member’s performance and development.
APPRAISING EFFECTIVELY
Think carefully about how you will give feedback both formally and informally. In
order to build for the future, it is important to be constructive in what you say and to focus on
the future in the way that you say it. Make sure that all feedback is two-way, and that
discussions are honest and across, since people will react to the manner in which you provide
feedback. Bear in mind that criticism can be difficult to take, even when an individual is
aware that it is justified.
DEFINING APPRAISAL TYPES
There are three distinct types of appraisal, each involving a different approach to
purpose of top-down, peer, and 360-degree appraisals, and why self-assessment must feature
in them all.
17
Induction session is held to introduce new staff to organization objectives
Follow-up meeting is held to define responsibilities and individual/team objectives
Job descriptions are agreed and documented to provide focus and direction
Job descriptions are reviewed regularly to maintain team and organization focus
Appraisal are used to discuss and refocus individuals if their job emphasis has changed
Job descriptions are updated if necessary and new objectives agreed
SETTING OBJECTIVES
Appraisals provide the opportunity to establish objectives in line an organization’s
strategy. Bear in mind that up-to-date job descriptions are vital if you are to use appraisals to
discuses, revise, and align objectives to your organization’s aims.
PRIMING NEW EMPLOYEES
The process of setting objectives will begin as soon as a new member of staff joins
your team. Induction sessions should be used to introduce newcomers to the aims of your
organization, and follow-up meetings should be held afterwards to ask new employees for
feedback on the induction, agree job descriptions, and set performance objectives. If you fail
to hold this meeting, a new recruit could be working for months before appraisals take place.
Use the meeting to pinpoint training needs, identify other members of staff to be met, and
plan future development needs.
DEFINING THE PROCESS OF SETTING OBJECTIVES
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Agree objective with team member
Allow team member to plan activities
Agree team member’s plan
Ask team member to suggest options if plan needs to change
Agree performance measures with team member
PLANNING FOR DEVELOPMENT
Just as there is a strong link between the objectives of teams in an organization, so there
is a connected set of training plans. By reviewing training and development needs at each
appraisal, you will be able to match an individual’s requirements to those of their team and
the organization. The appraisal and each development plan are important source of
information for organization to plan training requirements. Personal development plans
(PDPs) should specify the results you want to achieve, so that people develop in a way that
helps them to achieve their objective.
DELEGATING CONTROL OF OBJECTIVES
REWARDING SUCCESS
Effective appraisal enables you to reward achievement and encourage continuous
improvement. Plan to use appraisals to discuss rewards that satisfy the needs of the individual
and the organization, rather than focusing on pay reviews alone.
19
ANALYZING NEEDS
This simplified model of psychologist Abraham maslow’s hierarchy of needs
illustrates the importance of satisfying needs at the lower levels before motivating people at
higher levels. A car, a social need, May be motivational, but it will not be so until
physiological needs have been met.
MOTIVATING PEOPLE
Appraisal gives you an opportunity to reward your team by thanking and motivating
them. The fact that you are spending time alone with them and discussing their work is in
itself encouraging. People like to know that their work is being observed by their manager.
Most are also motivated by a sense of autonomy, where they feel responsible for achieving a
result rather than just carrying out task. This helps them to feel more in control of their jobs.
To keep your team motivated, delegate wherever possible. If a team member achieves
success in a delegated task, their sense of achievement is a great morale-booster. Finally,
think about what will motivate each individual, since everyone has different needs.
PREPARING TO APPRAISE
Good preparation is essential part of appraising effectively. Plan every aspect of the
discussion thoroughly and ensure that appraisees are well prepared to ensure a successful
outcome.
BEING PREPARED
The appraiser and appraisee have specific responsibilities in an appraisal. To ensure
that the discussion is focused and controlled, understand your own role and brief appraisees
on their responsibilities so that they too can prepare effectively.
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DEFINING THE APPRAISER’S ROLE
The role of the appraiser is to encourage and guide the appraisee through the structure of
the appraisal. You should be a conduit, or a catalyst, not a judge or interrogator. Plan the
logistics of the meeting at least two weeks in advance. Note down the topics you wish to
discuss in order of importance, so that you know in advance what you need to cover. Think of
questions that will encourage the appraisee to talk. Read any guidance notes that accompany
the appraisal documentation issued by your organization.
IDENTIFYING GOALS
Having evaluated performance, the next stage of preparation is to pinpoint areas for
improvement and set objectives to achieve strategic business goals. Identify current levels of
performance, and look for ways of developing skills and knowledge.
FOCUSING ON TARGETS
Challenging yet achievable targets are essential if people are to feel motivated to
improve performance and sustain high standards. Prepare for effective for each. Phrase
objectives carefully, using specific, active language, such as “sell” and “produce”. Avoid
vague or ambiguous terms such as “liaise” or “improve”.
SETTING STANDARDS
It is important to set standards, covering both the job and personal behaviour, by
which competency can be measured. To help you do this, imagine what ideal performance
would look like. In a customer service environment, for example, you may wish to see that
staff has developed an efficient process for following up with customers as promised. Next,
think how a high performer would typically behave-perhaps he or she would have the ability
to listen activity and empathetically. Avoid focusing on the people who are currently doing
21
the job and concentrate on the job itself and the desired results. Assess whether the appraisee
is meeting the standards so that you can discuss development or praise progress in the
appraisal.
DEFINING AUTHORITY
Make sure you know what you will be able to agree on your own authority, and what
needs authorization. If you are unsure about this when you come to conduct the appraisal,
you risk reducing your credibility as a manager by dashing them later. You may also lose the
appraisee’s trust if you are forced to renege on a promise that cannot be resourced.
PLANNING TIME AND RESOURCES
Estimate the duration, and start and finishing times, of the tasks necessary to achieve
the objectives you have prepared for the appraisee. This will help you to ensure that what the
appraise suggests is realistically attainable. Estimate how much time is needed for
development activities and assess whether you will need cover while the appraisee is away.
Plan the resources needed both to achieve objectives and undertake development activities.
Consider equipment, materials, and facilities such as working space. This well-prepared
“project” plan will provide a starting point for your appraisal discussion.
ALLOCATING TASKS
Consider in advance who will be responsible for carrying out proposed actions after the
meeting. For example, who will monitor any milestones how agreed on the way to the
objectives? Consider how exceptions or shortfalls could be reported. This task may be taking
responsibility yourself, who should be responsible for researching and organizing
development work, such as training? Finally, bear in mind that if the appraisee is to take
ownership of the objectives, achieving them must be within their direct control.
22
CREATING A POSITIVE ENVIRONMENT
Conductive appraisal environments encourage openness, receptiveness, and
discussion. Build your credibility, create an atmosphere of trust, and pay attention to the
layout of the meeting room to help the appraisee relax and feel comfortable.
BUILDING TRUST
Trust grows over time, and the stronger the relationship between appraiser and appraisee,
the more effective appraisals will become. earn your team’s trust by putting into action
decisions made during the appraisal. The reputation of an appraisal system can be ruined if
what is said in the appraisal room turns out to be a series of good intentions that are never
followed through. You will need to be assertive as a manager, but you should always be seen
as honest, consistent, and fair.
BEING OBJECTIVE
A manager’s personal approach to an appraisal meeting is critical to its success
prepare yourself for the discussion by considering how you will encourage ideas, avoid bias,
and focus on the important aspects of the job.
ENCOURAGING IDEAS
Remember that you are aiming to encourage people to come up with their own ideas
and opinions. You will learn little about your team members, or their ideas, by simply telling
them what to do. Frame question that will prompt appraisees to voice their ideas and take
ownership of what is agreed. For example, you could ask what difficulties they have faced
and how they might overcome them next time. Your staff are likely to be far more
knowledgeable about their jobs than you are. You also want to hear their opinions, not simply
a reflection of your views.
23
Praise Criticize Praise
BEING RESULTS-ORIENTED
Make sure that the appraisal will be focused on what is important. If you discussion
side issues at length, you risk misdirecting a team member’s productivity by leading them to
think that these are important. You should also avoid subjective or judgmental comments.
Having ser targets and standards for what is important, allow appraisees to express results in
a way that makes sense to them. An appraisee’s success criteria can be just as valid and
motivating for them as quantitative criteria. Nevertheless, it is vital for you both to agree on
what is to be measured, so that there are clear indicators of what has been achieved.
PLANNING THE STRUCTURE
A good appraisal is well structured, establish the order of proceeding, and plan to get
the meeting off to a positive start. Then consider how to focus the deliver feedback
effectively.
BEING CONSTRUCTIVE
If you have to give negative feedback, do so constructively, encourage people to look
forward, not backward. Avoid demotivating a potentially good appraisee by sounding over-
critical. If performance has suffered, look first at your own leadership. Have you misjudged
their level of skill, or failed to provide support? If there are no external reasons, then the
appraisee needs to understand the impact of the problem. Plan how to tackle the issues
constructively. How will you get them to acknowledge that a problem exists? Think of
questions that will prompt the appraise needs to find solutions. He or she will be more
committed to resolving matters if the idea is their own.
24
Introduction
Agenda
Discussion
Action plan
Summary
Follow up
Establish the positive purpose of the meeting
Agree items for discussion with the appraisee
Initiate two-way communication
Agree actions needed to achieve objectives
Monitor action plan and objectives
Ask appraisee to summarize agreed actions
FOLLOWING THE SIX-STEP APPRAISAL STRUCTURE
MANAGING THE APPRAISAL
INTRODUCING THE SESSION
The start of a meeting sets the tone for what is to come. Launch the interview
successfully by putting the appraisee at ease. Build their confidence, agree what will be
discussed, and explain how the meeting will be conducted to give them time to relax.
BUILDING CONFIDENCE
Many appraisees feel nervous and apprehensive at the start of their appraisal. Help
them to overcome their anxieties by creating a welcoming, encouraging atmosphere. Address
25
Plan and agree actions
Summarize
Review previous objectives
Praise achievements
Give constructive feedback
Identify development needs
Praise additional achievements
Agree new objectives
Agree further development needs
any uncertainties by stressing the positives purpose of the meeting and informing them how
long you expect it to last. To build trust and confidence, being with a motivational statement
that conveys faith in their ability. Then ask an easy question to start them talking. Do not
launch abruptly into the session by will cause the appraisee to feel defensive.
DEVELOPING OBJECTIVES
The aim of the appraisal is to develop a set of objectives that the employee is
committed to achieving. Agree with the appraise that you will discuss each previous objective
in turn to identify what went well, what did not go so well, and simply be to continue to
maintain high standards, or to develop their skills in order to improve their performance.
Establish that you will be setting future objectives in the form of a jointly agreed action plan,
with criteria to measure success. You will also agree on the importance of objectives to the
team, to the organization and, most importantly, to the appraisee if they are successful.
ORDERING ITEAMS FOR DISCUSSION
26
ENCOURAGING DISCUSSION
In a successful appraisal interview the appraise should be doing most of the talking.
Encourage staff to take a leading role in the discussion by adopting good questioning
techniques, then listening activity to the answers.
FINDING SOLUTIONS
The best solutions are those that appraisees discover themselves. Ask the appraisee
to come up with a plan to resolve or avoid the problem next time. Offer your own ideas only
if necessary. Discuss the options before making a decision. If their solution is unrealistic,
prompt them to discuss its advantages and disadvantages, or ask them to consider the risks
associated with their proposal. By asking such questions, you can help the appraisee to
choose a more workable plan of action. Finally, agree a short – and long-term action plan that
will immediately bring performance into line, and then continuously improve it.
SELECTING ACTIVITIES
The following are examples of possible development activities:
Coaching and mentoring;
Shadowing a colleague;
Reading journals/books;
Attending course or workshops;
Taking on delegated tasks;
Attending project meetings;
Being rotated in a role or transferred to a new job;
Going on secondment;
Attending conferences, briefings, or seminars;
27
Studying for professional or work-related qualifications, such as first aid, health and
safety, or business management.
PLANNING FOR THE FUTURE
Find out about an appraisee’s aspirations for the future so that you can plan the support
and development they need. Use open questions to explore how they envisage their current
role changing over the next year. Then ask what the appraisee would like to be doing in, say,
one to two year’s time. Aim to identify development needs for both time frames. There are
many ways of meeting development needs, such as special projects, site visits, or preparing to
present to colleagues, that will enable an individual to gain more experience or skills.
PLANNING ACTION
In order for an appraisee to achieve objectives, it is vital that they know who is
responsible for which actions and the deadlines for carrying them out. Agree and document a
detailed action plan that sets out what needs to be done.
DOCUMENTING ACTIONS
Write down actions that arise from your discussion about objectives to ensure that you
have a record of what has been agreed. This will avoid any misunderstandings or
disagreements later. Use a prepared form, or ask the appraisee to use a notepad. Be careful to
avoid dictating an action plan, since this will not encourage the appraisee to commit to it. As
the appraiser, you may also be responsible for a few actions, primarily those concerned with
resourcing training and development, or informing people in other areas of your organization
that the appraisee has your authority to act.
28
Establish the overall purpose of the project
Define the objectives of the project in detail
Outline constraints and find ways to tackle them
Ask the appraisee to list key milestones of the project
Agree on how achievement of milestones will be measured
Check that it is feasible for the appraisee to succeed in project
ASSIGNING A NEW PROJECT
CREATING AN ACTION PLAN
Draw up an action plan to provide a record of actions agreed. It may be, no more
than a simple note of chasing up information, or it may be a more detailed rundown of new
responsibilities or projects.
PLANNING A PROJECT
A project is a series of activities designed to achieve a specific outcome to a set
budget and timescale. Some of the objectives you agree may well constitute a project. If you
agree may the appraisee during the appraisal, help them to use the discipline of project
management to improve their performance. make sure that you can measure success
29
quantitatively and qualitatively. Finally, if you have any doubts about the appraisee’s ability
to complete the project successfully, address them. Decide how the appraisee can overcome
the skills gap, or close it with training and development.
PLANNING DIARIES
To help the appraisee use their own initiative and take ownership of their objectives, it
is important that you keep the actions that you agree to in an appraisee’s action plan to a
minimum. However, there may be issues that are beyond their control, to manage a project or
work towards an objective. Let the appraisee know what you need to do, so that you can both
note the dates by which actions will be completed. After the appraisal, allocate the time and
resources you need to enable you to support the appraisee’s achievement of their objectives
without doing their job for them.
SUMMATIZING THE APPRAISAL
Documenting a summary of the appraisal provides a vital record for both parties, and
for the organization, of what has been agreed. Agree a detailed summary with the appraisee
as a final cheek that they are committed to their action plan.
INVOLVING THE APPRAISEE
Using their notes, or the form that they have filled in, let the appraisee summarize
what has been agreed as a final cheek that they are committed to the action plan. If the
appraisee finds it difficult to sum up the action plan in their own words, this indicates that
they have not fully understood what causing needs to be done. Discuss those areas that are
causing uncertainty to ensure that you both take away the same result from the appraisal.
30
CLEARING UP MISUNDERSTANDINGS
If an appraise omits a vital point from their summary, or misinterprets an issue,
respond immediately. The appraisee may have altered the content, or the tone of what was
said, perhaps to avoid taking action. Do not allow a misunderstanding to continue, since it
will be difficult to raise the issue again without damaging the credibility and trust you have
built up. If you need clarification, ask the appraisee to repeat the point, or give your own
summary and check that you are both on the same wavelength.
SEEKING CONFIRMATION
Aim to end the appraisal with an agreement that is satisfactory to both of you. If there
is no time to reach total agreement on important areas, arrange to discuss the issues again
later. You have now completed the appraisal form, the personal development plan and/or the
action plan. Produce copies of these for yourself, the appraisee, and, if requied, for the human
resources department.
EVALUATING TRAINING
Hold a de-brief session immediately after development activities to discuss how well
learning objectives were met. De-brief after every type of event, including on-the-job
coaching. If there is a gap between what was expected and what was achieved, discuss how to
close the gap and update the development plan with that action.
31
Review agreed learning objectives with the appraisee
Assess whether those objectives were achieved
Ask appraisee how they have applied new skills to their work
Identify actions that have taken place as a result of learning
Evaluate specific improvements to performance
Record result development on personal development plan
EVALUATING DEVELOPMENT
ENCOURAGING TEAMWORK
The six-step appraisal system works just as well when used for teams as it does for
individuals. Develop the skills and improve the performance of your team as a whole by
holding regular team appraisals and integrating training needs.
USING THE SIX-STEP PLAN
The six-step plan not only provides a framework for individual appraisals but is also
useful in the team environment. Prepare the key issues for discussion, and call the team
together for a combined appraisal on how well they are working together. Explain the
purpose of the session and establish what team members’ roles are. If there are issues that
involve one or two people and not the whole group, postpone these to a separate meeting. As
32
you work through the agenda, ensure that people write down their actions. Finally, ask
everyone to summarize their own action plans to check their understanding and commitment.
ENCOURAGING TEAM FEEDBACK
Extend the use of the appraisal process to improving teamwork skills. Ensure that the
entire team is clear about their objectives and how they are linked to other teams within the
organization. As well as encouraging people to give and receive feedback during their own
appraisal, help them to be open and constructive with each other. In the open environment
encouraged by an effective appraisal, team members should be encouraged to share
information and knowledge to build support and trust. Use team meeting to solve problems.
Build good working relationships, and review how the team is progressing against objectives.
INTEGRATING TRAING
Group individuals with common training and development needs together so that
training courses will be more economical. Keep a record for senior management of who have
been attending course, on which subjects, and the benefits. This will allow the management
team to assess whether their investment in training and development is paying off in terms of
business objectives. If senior managers are convinced by the business case for developing
their staff, they will continue to invest. Future development plans are more likely to be
approved of they build on past successes.
33
CHAPTER - III
3.1 NEED OF THE STUDY
The purpose of performance management is to help and encourage everyone to raise
their performance, develop their abilities, increase job satisfaction and achieve their full
potential on desire level skill set of an individual to the benefit of the individual and the
organization as a whole.
Performance appraisal is the one of the most important way by which an organization
can understand its employees and evaluate their desiring skill set to perform a specific task. A
good employee appraisal system helps an organization to understand its human capital needs
and its weakness. It also highlights an individual’s weakness and strength. With the help of
different appraisal technique an organization can achieve the organizational objectives,
individual objectives and also mutual objectives.
34
3.2 OBJECTIVES OF THE STUDY
This study contains the following objectives,
To evaluate the efficient performance appraisal system of HATSUN AGRO
PRODUCT LTD karumapuram Salem.
To identify the satisfaction level of the employees and also to examine the employees
attitude towards the appraisal system and management of the company.
To diagnose the strength and weakness of individual so as to identify the training and
development needs of the future.
To provide feedback to the employee regarding their past performance and also
suggestions to improve it in the future.
35
3.3 SCOPE OF THE STUDY
The present study attempts to find out the extent of appraising management strategies
adopted by the employees in HATSUN,Salem. The assessment has been made with reference
to solution oriented, non-confrontational, control and also has focused on giving specific
suggestions to improve the relations in industrial sector.
It is hoped the findings of the present study could provide an empirical bases upon
which appraising management strategies adopted by the employees has styled to meet their
needs of the industrial people.
It gives them the intricate details that they actually need to take their organization to
greater heights. It also helps them to know where do they actually stand what do they lack
and they find it easier to improve upon themselves in a way they help their workman and
their sub-ordinates in maintaining a problem free organization. This study helps the personnel
department to identify the various tools and techniques and the type of training programme
that are to be conducted for their employees.
36
3.4 LIMITATIONS OF THE STUDY
1. The finding are based only on the information given by the respondents
2. Due to paucity of time and considering the resource available, the study was limited to
120 respondents only.
3. It might be difficult for the workers to recount the events which took place more than a
year back, which will affect the out come of the study.
4. The limitation of the tools used for the study affects the results of the study also.
37
CHAPTER - IV
RESEARCH METHODOLOGY
MEANING OF RESEARCH:
Research can be defined as the search for knowledge or investigation with an open
mind “Research is a common parlance refers to search for Knowledge.”
RESEARCH METHODOLOGY:
Research methodology is maybe understood as a science of studying how research is
done scientifically. It is a way to systematically solve the research problem.
“According to the advanced learners dictionary of current English lays down the meaning as
“A careful investigation or inquiry especially through search for new facts in any branch of
knowledge.
RESEARCH DESIGN:
Research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to research purpose with economy in procedure, to
know the performance appraisal of the employees in Hatsun. The research design is the basic
frame work or plan for a study that guides the collection of data and analysis of data. In this
survey the design used is Descriptive Research type. The main purpose of the descriptive
research is description of state of affairs, as it exists at present.
POPULATION:
The total element of the universe from which sample is selected for the purpose of study
is known as population. The population of my research is the employees of company
(around 350 employees).
38
SAMPLING AND SAMPLING SIZE:
A sample is a smaller representation of a larger whole. When some of the elements are
selected with the intention of finding out some things about the population from which they
are taken, that group of elements is referred as a sample and the process of selection is called
“sampling”.
SAMPLE SIZE
The sample size is used for the study is 120 respondents
SAMPLING UNIT
The sample unit is employees of the hatsun agro product ltd salem
SAMPLING METHOD
The two major methods are probability and non-probability sampling
technique. The study requires probability sampling method. The sampling method adopted is
simple Random sampling.
SIMPLE RANDOM SAMPLING
Simple random sampling refers to the sampling technique in which each and every
item or each possible sample combination in the whole population has an equal and
independent chance of being included in the sample.
DATA COLLECTION: The two types of data sources are
Primary data
Secondary data
39
Primary Data:
Primary data was collected through questionnaire. The data those, which are
collected as fresh for the first time and happen to be original in character. Questionnaire
method and interview method are used to collect the primary data.
Secondary Data:
The secondary data which have already been collected and analyzed by someone else,
secondary data were collected form
Company profile
Previous records
THE RESEARCH APPROACH:
SURVEY METHOD: The most widely used technique of gathering primary data is the
survey method. The sources interviewed personally at the place of work and also with
questionnaires. It is a direct and more flexible form of investigation involving face- to- face
communication and through recorded questionnaires filled in personally. The information is
qualitative, quantitative and accurate.
THE RESEARCH INSTRUMENT:
Questionnaire Method
Interview Method.
40
TOOLS USED FOR ANALYZING THE DATA
This constitutes an integral part of research analysis. Hence any analysis of data
compiled should be subjected to relevant analysis so that meaningful conclusions could be
arrived. The statistical tools applied in this research are,
o Simple percentage method
o Analysis of correlation
o Weighted average method
1. Simple percentage method:
A simple percentage statistical tool was used to identify the percentage of
respondent’s responses.
Percentage = (No of respondents/ Total no of samples) * 100.
2. Analysis of correlation
∑XY Correlation = -------------------
√ (∑X²) (∑Y²).
3. Weighted average mean:
The weights stand for the relative importance of the different items
ΣWiΣXi
W =
ΣW
Where Wi = weighted average mean
X = weighted value
W = respondents
41
CHAPTER-V
DATA ANALYSIS AND INTERPRETATION
5.1 PERCENTAGE ANALYSIS
TABLE No: 5.1.1
DISTRIBUTION OF RESPONDENTS BY THEIR AGE
This table shows about the age details of the employees in the company and the percentage of
distribution by their age.
Sl. No Particulars No. of Respondents Percentage
1 18 – 25 Years 38 31.7
2 26 – 30 Years 32 26.7
3 31 – 35 Years 22 18.3
4 Above 35 Years 28 23.3
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is inferred from the above table that 31.7 percent of the respondents are from 18 –
25 years, 26.7 percent of the respondents are from 26 – 30 years, 18.3 percent of the
respondent are from 31 – 35 years and 23.3 percent of the respondent are from above 35
years of the age.
42
CHART NO.5.1.1
DISTRIBUTION OF RESPONDENTS BY THEIR AGE
18 – 25 Years 26 – 30 Years 31 – 35 Years Above 35 Years0
5
10
15
20
25
30
35 31.7%26.7%
18.3%23.3%
AGE
PERC
ENTA
GE
43
TABLE No: 5.1.2
DISTRIBUTION OF RESPONDENTS BY THEIR GENDER
This table contains the gender details and its percentage of the employees in the company
Sl. No Particulars No. of Respondents Percentage
1 MALE 98 81.7
2 FEMALE 22 18.3
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is inferred from the above table that 81.7 percent of the respondents are Male and
18.3 percent of the respondents are Female.
44
CHART NO. 5.1.2
DISTRIBUTION OF RESPONDENTS BY THEIR GENDER
MALE, 81.7%
FEMALE, 18.3%
Percentage
MALEFEMALE
45
TABLE NO: 5.1.3
DISTRIBUTION OF RESPONDENTS BY THEIR EDUCATIONAL
QUALIFICATION
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is inferred from the above table that 30 percent of the respondents are SSLC, 25
percent of the respondents are graduates, 23.3 percent of the respondent are ITI and more or
less equal number of the respondent are Diploma (11.7%), Post graduates (10%)
CHART NO: 5.1.3
46
Sl. No Particulars No. of Respondents Percentage
1 SSLC 36 30.0
2 ITI 28 23.3
3 Diploma 14 11.7
4 UG 30 25.0
5 PG 12 10.0
TOTAL 120 100
DISTRIBUTION OF RESPONDENTS BY THEIR EDUCATIONAL QUALIFICATION
SSLC ITI Diploma UG PG0
5
10
15
20
25
30
35
30%
23.3%
11.7%
25%
10%
EDUCATIONAL QUALIFICATION
PERC
ENTA
GE
TABLE NO: 5.1.4
DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION
47
This table shows about the distribution of respondents of the company by their designation and its percentage.
Sl. No Particulars No. of Respondents Percentage
1 Workers 60 50.0
2 Staff 30 25.0
3 Executive 30 25.0
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is found that half of the respondents (50%) are at worker, and equal member of the
respondents (25%) are staff and executive.
CHART NO. 5.1.4
DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION
48
Workers Staff Executive05
101520253035404550
50%
25% 25%
DESIGNATION
PE
RC
EN
TA
GE
-
TABLE No: 5.1.5
DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT
49
This table shows about the details of the respondents by their department and its of
distribution
Sl. No Particulars No. of Respondents Percentage
1 Mines 10 08.3
2 Technical 56 46.7
3 Auto Carriage 08 06.7
4 Quality Control 11 09.2
5 Marketing 08 06.7
6 Finance 15 12.5
7Personnel and
Administration12 10.0
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION
It is seem from the above table that little less than half of the respondents (46.7%) are
from technical department and more or less equal member of the respondents are from
finance department (12.5%) personnel and administrative department (10.0%) .
CHART NO: 5.1.5
DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT
50
Mines
Tech
nical
Auto Carriag
e
Quality
Control
Marketi
ng
Finan
ce
Personnel
and Administ
ration
0
5
10
15
20
25
30
35
40
45
50
8.3%
46.7%
6.7%9.2%
6.7%
12.5%10%
DEPARTMENTS
PE
RC
EN
TA
GE
TABLE No: 5.1.6
51
DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE
This table shows about the details of employees experience and its distribution percentage
Sl.No Particulars No. of Respondents Percentage
1 1 Year 21 17.5
2 1-3 Years 34 28.3
3 Above 3 years 65 54.2
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is found that little more half of the respondents (54.2%) are experienced employees
they got more than three years of experience, there are 28.3% of respondents are with less
than three years and more than one year experience, 17.5% of employees are with one year of
experience
52
CHART NO: 5.1.6
DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE
1 Year 1-3 Years Above 3 years
0
10
20
30
40
50
60
17.5%
28.3%
54.2%
EXPERIENCE
PE
RC
EN
TA
GE
53
TABLE No: 5.1.7
DISTRIBUTION OF RESPONDENTS BY THEIR MONTHLY INCOME
S.No Monthly income No. of Respondents Percentage
1 Less than Rs 3,000 - -
2 Rs 3,000-5,000 55 45.8
3 Rs 5,000-10,000 35 29.2
4 Above Rs 10,000 30 25
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is seem from the above table that there are no employees with less than three
thousand of monthly income, nearly half of the employees(45.8) getting three thousand to
five thousand monthly income,29.2% of employees with merely ten thousand monthly
income, and 25% of respondents are with above ten thousand monthly income.
54
CHART NO: 5.1.7
DISTRIBUTION OF RESPONDENTS BY THEIR MONTHLY INCOME
Rs 3,000-5,000 Rs 5,000-10,000 Above Rs 10,0000
5
10
15
20
25
30
35
40
45
5045.8%
29.2%
25%
Percentage -
MONTHLY INCOME
PE
RC
EN
TA
GE
55
TABLE No: 5.1.8
ACCEPTANCE OF THE RESPONDENTS FOR THE GIVEN
FACILITIES
This table shows about the facilities given by the company for the employees and its
acceptance percentage.
S.No Particulars No. of Respondents Percentage
Accommodation
facilities
Canteen
facilities
Accommodation
facilities
Canteen
facilities
1 Yes 40 89 33.3 74
2 No 80 31 66.7 26
TOTAL 120 120 100 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is found that from the above table the company will provide
accommodation & medical facilities to 33.3% of employees who all are from other states or
places. And the company will provide canteen facility for 74% of employees.
56
CHART NO: 5.1.8
ACCEPTANCE OF THE RESPONDENTS FOR THE GIVEN
FACILITIES
yes No yes No0
1020304050607080
33.3%
66.4% 74%
26%
CANTEEN FACILITY
percentage
ACCOMMODATION & MEDICAL FACILITIES
PE
RC
EN
TA
GE
57
TABLE No: 5.1.9
TRAINING PROGRAM AND BONUS SALARY INCREMENT
Table shows the acceptance of the respondents for the Training program and bonus salary
increment given by the company
S.No Particulars No. of Respondents Percentage
Training
program
Bonus
salary
increment
Training
program
Bonus
salary
increment
1 Yes 96 120 80 100
2 No 24 0 20 -
TOTAL 120 120 100 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
The above tabulation shows that the training program will be conducted by the company for
80% of employees. And the company gives bonus and salary increment for all the employees
58
CHART NO: 5.1.9
TRAINING PROGRAM AND BONUS SALARY INCREMENT
yes No yes N o0
102030405060708090
10080%
20%
100%
0%
Bonus and salary increment
percentage
Training Programme
PE
RC
EN
TA
GE
59
TABLE No: 5.1.10
ACCEPTANCE OF THE RESPONDENTS FOR
THE MISSED TARGETS AND FORTH COMING TARGETS
The table shows the acceptance of the respondents for the missed targets and forthcoming
targets of the company and its percentage
S.No Particulars No. of Respondents Percentage
Missed
targets
Forth coming
targets
Missed
targets
Forth coming
targets
1 Yes 76 39 63 33
2 No 44 81 37 67
TOTAL 120 120 100 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is found that from the above table that the missed targets are announced by the company to
63% of employees and the forth coming targets are announced only to the technical
respondents
60
CHART NO: 5.1.10
ACCEPTANCE OF THE RESPONDENTS FOR
THE MISSED TARGETS AND FORTH COMING TARGETS
Yes No
YesNo
0
10
20
30
40
50
60
7063%
37%
33%
67%
FORTHCOMING TARGETS
percentage
MISSED TARGETS
PE
RC
EN
TA
GE
61
TABLE No: 5.1.11
PROMOTIONAL OPPORTUNITIES AND PERSONNEL
DEVELOPMENT PLANS
Table shows the acceptance of the respondents for the promotional
opportunities and personnel development plans
S.No Particulars No. of Respondents Percentage
promotional
opportunities
personnel
development plans
promotional
opportunities
personnel
development plans
1 Yes 120 82 100 68.3
2 No - 38 - 31.7
TOTAL 120 120 100 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is clear that the company will offer the promotional opportunities for
all the employees, and personnel development plans are existed in the company for the lower
level order and some of middle order employees.
62
CHART NO: 5.1.11
PROMOTIONAL OPPORTUNITIES AND PERSONNEL
DEVELOPMENT PLANS
Yes No
Yes No
0
10
20
30
40
50
60
70
80
90
100100%
0%
68.3%
31.7%
Personnel development plans
Percentage
promotional opportunities
PE
RC
EN
TA
GE
63
TABLE No: 5.1.12
PERFORMANCE APPRAISAL SYSTEM IN THE COMPANY
The table shows the respondents opinion about the performance appraisal system and its
percentage
S.No Particulars No. of respondents Percentage
1 Once in 3 Months 26 22
2 Once in 6 months 65 54
3 Once in A Year 29 24
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
The 54% of employees said that the appraisal programme is conducted by the company once
in 6 months, 22% of respondents said that it is conducted once in 3 months, and 24% of
respondents said that appraisal programme is conducted once in a year.
64
Chart No: 5.1.12
PERFORMANCE APPRAISAL SYSTEM IN THE COMPANY
Once in 3 Months Once in 6 months
Once in a Year
0
10
20
30
40
50
60
22%
54%
24%
Percentage
APPRAISAL PROGRAMME
PE
RC
EN
TA
GE
65
TABLE No: 5.1.13
AWARENESS ABOUT THE JOB RESPONSIBILITY
Table shows the acceptance of the respondents for the
Awareness about their job responsibility and its percentage
S.No Particulars No. of Respondents Percentage
Aware about the job responsibility
Aware about the job responsibility
Aware about the job responsibility
Aware about the job responsibility
1 Yes 120 102 100 85
2 No - 18 - 15
TOTAL 120 120 100 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is well known from the table that all the employees are aware about their job responsibility
and 85% of technical and non technical employees are motivated by the company
66
Chart No: 5.1.13
AWARENESS ABOUT THE JOB RESPONSIBILITY
yes No yes No0
10
20
30
40
50
60
70
80
90
100
100%
0%
85%
15%
Employee motivation did by the company
Percentage
Aware about the job responsibility
PE
RC
EN
TA
GE
67
TABLE No: 5.1.14
EVALUATION OF APPRAISAL TECHNIQUE BY THE MANAGEMENT
The table shows the acceptance levels Respondents for which of the management evaluate the appraisal technique in the company.
S.No Management No. of respondents Percentage
1 Top level management 26 22
2 Middle level management 79 66
3 Lower level management 15 12
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRETATION:
It is found from the table 66% of respondents said that the appraisal techniques are mostly
evaluated by the middle level management, 22% of respondents told that it is done by top
level management and 12% of respondents said that it is evaluated by lower level
management
68
CHART NO: 5.1.14
EVALUATION OF APPRAISAL TECHNIQUE BY THE MANAGEMENT
Top level man-agement
middle level management
lower level management
0
10
20
30
40
50
60
70
22%
66%
12% percentage
EVALUATION OF APPRAISAL TECHNIQUES
PE
RC
EN
TA
GE
69
TABLE No: 5.1.15
SATISFACTION LEVEL OF THE RESPONDENTS
The table shows the satisfaction level of the respondents with the existing performance appraisal system in the company
S.No Particulars No.of respondents Percentage
1 Highly satisfied 21 17.5
2 Satisfied 87 72.5
3 Neutral 12 10
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
TOTAL 120 100
TOOLS: PERCENTAGE ANALYSIS
DATA: PRIMARY DATA
INTERPRTATION:
It is found from the table 17.5% of respondents say that they are highly satisfied, 72.5% of
respondents told that they get satisfied and 10% of respondents said that they are in neutral
level
70
TABLE No: 5.1.15
SATISFACTION LEVEL OF THE RESPONDENTS
Highly Satisfied satisfied Neutral Dissatisfied Highly dissatisfied0
10
20
30
40
50
60
70
80
17.5%
72.5%
10%
0% 0%
percentage
SATISFACTION LEVEL
PER
CEN
TAGE
71
5.2 CORRELATION ANALYSIS
ANALYSIS-I
TABLE NO: 5.2.1
RELATIONSHIP BETWEEN THE EXPERIENCE AND MONTHLY INCOME
DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE
Sl.No Particulars No. of Respondents
1 1 Year 21
2 1-3 Years 34
3 Above 3 years 65
TOTAL 120
TABLE NO: 5.2.2
DISTRIBUTION OF RESPONDENTS BY THEIR MONTHLY INCOME
S.No Monthly income No. of Respondents
1 Less than Rs 3,000 -
2 Rs 3,000-5,000 55
3 Rs 5,000-10,000 35
4 Above Rs 10,000 30
TOTAL 120
72
CORRELATION ANALYSIS
TABLE NO: 5.2.3
CALCULATION:
Experience( X) Monthly Income
(Y)
X² Y² XY
21 55 441 3025 1155
34 35 1156 1225 1190
65 30 4225 900 1950
Total 5822 5150 4295
∑ XY Correlation = ---------- √ (∑ X2) (∑ Y2)
4295 = ----------- √ (5822) (5150)
4295 = ------------ √29983300
4295 = ------------ 5475∙70
Correlation = 0.78
The calculated value is lie between the -1 to +1 value. Hence, there is a positive correlation. Therefore, there is a relationship between the experience and monthly income.
73
ANALYSIS-II
RELATIONSHIP BETWEEN THE EXPERIENCE AND DESIGNATION
TABLE NO: 5.2.4
DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE
Sl.No Particulars No. of Respondents
1 1 Year 21
2 1-3 Years 34
3 Above 3 years 65
TOTAL 120
TABLE NO: 5.2.5
DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION
Sl. No Particulars No. of Respondents
1 Workers 60
2 Staff 30
3 Executive 30
TOTAL 120
74
CORRELATION ANALYSIS
TABLE NO: 5.2.6
Experience(X) Designation(Y) X² Y² XY
21 60 441 3600 1260
34 30 1156 900 1020
65 30 4225 900 1950
Total 5822 5400 4230
CALCULATION:
∑XY Correlation = -------------------- √ (∑X²) (∑Y²)
4230 = ---------------------- √ (5822) (5400)
4230 = -------------- √3143880
4230 = ------------- 5607.03
Correlation = 0.75
The calculated value is lie between the -1 to +1 value. Hence, there is a positive correlation. Therefore, there is a relationship between the experience and designation.
75
ANALYSIS-III
RELATIONSHIP BETWEEN THE EXPERIENCE AND APPRAISAL PROGRAM
TABLE NO: 5.2.7
DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE
Sl.No Particulars No. of Respondents
1 1 Year 21
2 1-3 Years 34
3 Above 3 years 65
TOTAL 120
TABLE NO: 5.2.8
PERFORMANCE APPRAISAL SYSTEM IN THE COMPANY
S.No Particulars No. of respondents
1 Once in 3 Months 26
2 Once in 6 months 65
3 Once in A Year 29
TOTAL 120
76
CORRELATION ANALYSIS
TABLE NO: 5.2.9
Experience(X) Appraisal
Program(X)
X² Y² XY
21 26 441 676 546
34 65 1156 4225 2210
65 29 4225 841 1885
Total 5822 5742 4641
CALCULATION:
∑XY Correlation = ------------------- √ (∑X²) (∑Y²).
4641 = -------------------- √ (5822) (5742)
4641 = -------------- √33429924
4641 = ------------- 5781.86
Correlation = 0.80
The calculated value is lie between the -1 to +1 value. Hence, there is a positive correlation. Therefore, there is a relationship between the experience and performance appraisal system provided by the company.
77
5.3 WEIGHTED AVERAGE METHOD
THE TABLE SHOWS THE RESPONDENTS ACCEPTANCE FOR THE STATEMENT RELATED TO PERFORMANCE APPRAISAL.
ANALYSIS-I
S.No Statements Strongly agree
Agree Neither Agree Nor Disagree
Disagree Strongly Disagree
1 Appraisal system meets the expectations
17 88 15 0 0
2 Performance appraisal technique is effective
47 64 9 0 0
3 Performance appraisal increases the productivity
6 79 35 0 0
4 Performance appraisal increases the work
efficiency
12 69 39 0 0
5 Performance appraisal decreases the absenteeism
9 53 31 19 8
6 Performance appraisal is linked to career
growth
24 61 27 6 2
TABLE NO: 5.3.1
78
Here, the weight was given to the ratings as (Strongly disagree = 5, Disagree= 4, Neither
Agree Nor Disagree = 3, agree =2, strongly agree = 1)
TABLE NO: 5.3.2
S.No
(W)
X1 X1W1 X2 X2W2 X3 X3W3 X4 X4W4 X5 X5W5 X6 X6W6
1 17 17 47 47 6 6 12 12 9 9 24 24
2 88 176 64 128 79 158 69 138 53 106 61 122
3 15 45 9 27 35 105 39 117 31 93 27 81
4 0 0 0 0 0 0 0 0 19 76 6 24
5 0 0 0 0 0 0 0 0 8 40 2 10
∑Xi Wi 238 202 269 267 324 261
∑Xi Wi/n 1.98 1.68 2.24 2.22 2.7 2.17
WEIGHTAGE V VI II III I IV
INTERPRETATION:
The FIFTH factor which related to the agree level shows the more weight with 2.7 values and
the SECOND factor which related to the agree level shows the lowest weight with 1.68
values.
79
THE TABLE SHOWS THE RELATIONSHIP STATUS WITH THE SUPERIOR, PEER GROUPS AND SUB-ORDINATES GIVEN BY THE
RESPONDENTS.
ANALYSIS – II
TABLE NO: 5.3.3
S.No Relationship Very smooth
Smooth Neither Smooth Nor hard
Hard Very hard
1 Superior 11 91 8 0 02 Subordinate 103 17 0 0 03 Peer Groups 67 53 0 0 0
Here, the weight was given to the ratings as (Very smooth-1, Smooth-2, Neither Smooth nor hard-3, hard-4, very hard-5)
TABLE NO: 5.3.4
INTERPRETATION:
The first factor which related to the relationship level shows the more weight with 2.18
values and the second factor which related to the relationship level shows the lowest weight
with 1.41 values.
80
S.NO(W) X1 X1W1 X2 X2W2 X3 X3W3
1 11 11 103 103 67 67
2 91 182 17 34 53 106
3 8 24 0 0 0 0
4 5 20 0 0 0 0
5 5 25 0 0 0 0
∑XiWi 262 137 173
∑XiWi/ n 2.18 1.41 1.44
WEIGHTAGE
I III II
THE TABLE SHOWS THE RESPONDENTS OPINION FOR THE FOLLOWING
FACTORS.
ANALYSIS – III
TABLE NO: 5.3.5
S.no Factors Always Percentage Sometimes Percentage Never Percentage
1 Efficiency and
performance are
recognized by company
22 18 89 74 9 8
2 Job Security is ensured
for the employees
113 94 7 6 0 0
3 Employees are given
necessary training
93 77.5 27 22.5 0 0
81
Here, the weight was given to the ratings as (Always-1, Sometimes-2, Never-3)
TABLE NO: 5.3.6
INTERPRETATION:
The first factor which related to the agree level shows the more weight with 1.89 values and
the second factor which related to the agree level shows the lowest weight with 1.05 values.
82
S.NO(W)X1 X1W1 X2 X2W2 X3 X3W3
1 22 22 113 113 93 93
2 89 178 7 14 27 54
3 9 27 0 0 0 0
∑XiWi 227 127 146
∑XiWi/ n 1.89 1.05 1.21
WEIGHTAG
E
I III II
THE TABLE SHOWS THE RESPONDENTS OPINION FOR THE FOLLOWING
FACTORS.
ANALYSIS – IV
TABLE NO: 5.3.7
S.no Factors Highly
Satisfactio
n
Satisfactio
n
Neither
Satisfaction nor
dissatisfaction
Dissatisfaction Highly
Dissatisfaction
1 Working
conditions in the
organization
17 92 11 0 0
2 Growth
opportunities
8 86 26 0 0
3 Top management
approach
23 55 42 0 0
4 Compensation
package
11 27 82 0 0
5 Welfare benefits 28 92 0 0 0
6 Communication
system
21 71 28 0 0
7 Working culture 39 58 23 0 0
83
Here, the weight was given to the ratings as (Highly Satisfaction-1, Satisfaction-2, Neither
Satisfaction nor dissatisfaction-3, Dissatisfaction-4, Highly Dissatisfaction-5)
TABLE NO: 5.3.8
S.NO(W) X1W1 X2W
2
X3W3 X4W4 X5W5 X6W6 X7W7
1 17 8 23 11 28 21 39
2 184 172 110 54 184 142 116
3 33 78 126 246 0 84 69
4 0 0 0 0 0 0 0
5 0 0 0 0 0 0 0
∑XiWi 234 258 259 311 212 247 224
∑XiWi/ n 1.95 2.15 2.16 2.59 1.76 2.05 1.86
WEIGHTAG
E
V III II I VII IV VI
INTERPRETATION:
The FORTH factor which related to the satisfaction level shows the more weight with 2.59
values and the FIFTH factor which related to the satisfaction level shows the lowest weight
with 1.76 value
84
6.1 FINDINGS
30% of the respondents are SSLC
31% of employees are below 25 years old.
More than half of the respondents (54%) are experienced employees.
Half of the respondents (50%) are at workers.
Majority of the respondents are aware about their job responsibility
(85%)
Most of the respondents (66%) says that the appraisal techniques are evaluated by middle level management.
Majority of them(72.5%) says that they were satisfied with the existence performance appraisal system
Little less than half of the respondents (46.7%) are from technical department.
Majority of them says that they were satisfied with their present job (92%)
Majority of respondents was getting training while they recruited (80%)
85
Majority of the respondents say that their satisfied with the working
culture of the company(58)
Majority of the respondents were getting their salary more than
3000(45%)
Majority of the employees says that they get the promotional opportunities (82%)
FINDINGS OF CORRELATION ANALYSIS:
Means shows Perfect Positive Correlations (Experience and monthly
income R=0.78)
Means shows Perfect Positive Correlations(Experience and Designation
R=0.75)
Means shows Perfect Positive Correlations (Experience and Appraisal
program R=0.80)
86
FINDINGS THROUGH WEIGHTED AVERAGE METHOD
Weighted Average Method – Respondent’s acceptance for the statement
related to performance appraisal.
The FIFTH factor which related to the agree level shows the more weight with
2.7 values and the SECOND factor which related to the agree level shows the
lowest weight with 1.68 values.
Weighted Average Method – Respondent’s Result for the relationship
status with the superior, peer groups and sub-ordinates
The first factor which related to the relationship level shows the more weight
with 2.18 values and the second factor which related to the relationship level
shows the lowest weight with 1.41 values.
Weighted Average Method – the respondent’s acceptance for the factors
The first factor which related to the agree level shows the more weight with
1.89 values and the second factor which related to the agree level shows the
lowest weight with 1.05 values.
Weighted Average Method – the respondent’s opinion for the factors.
The FORTH factor which related to the satisfaction level shows the more
weight with 2.59 values and the FIFTH factor which related to the satisfaction
level shows the lowest weight with 1.76 values.
87
6.2 SUGGESSTIONS
Training programmes can be organized based on interpersonal
development.
Opportunities for overall development must be provided in
different areas, such as technology, team work, personality etc..
Counseling programmes can be arranged to make the employees
emotional independent.
The organization can organize programmes like meditation, yoga
and other recreation programmes to their employees at different
levels to reduce their job stress.
Considered difficult adverse are demanding job situations as
inevitable part of the job to overcome the hardships.
Personality development programmes must be given to the
employees to attain uniqueness.
The organization can organize training programmes to their
employees about the recent trends in industrial sector.
88
Don’t be rigid in the ways of functioning attitudes and decisions.
Employees must be motivated through monitory benefits as well as
other welfare services.
The industrial social worker must be appointed to look on the
labour problems.
The working conditions of the employees must be improved to
enhance the turnover of the industry.
Workers participation must be encouraged having an overall
conducive working milieu.
Trade unions must be strengthening based on the needs of the
employees and numerous trade unions.
Grievance handling procedure must be properly adopted and
rendered to the employees.
89
CONCLUSION
It is evident that half of the respondent perceives a moderate level of solution oriented
strategies. So it is recommended that the strategies like collaboration and compromise should
be enhanced through more opens of discussion regarding the appraising topics. The problems
should be discussed by allowing all the members to collaborate and to reach a solution that is
acceptable. The members should be ready to reach a compromise by giving others a equal
chance. Suggestions from the relevant departments and individuals should be allowed to get a
clear view of the actual problem. So that, a good solution could be made.
The members should not follow the avoidance strategy because it causes more
problems due to lack in communication of the actual problem. So at the time of decision-
making it makes its more difficult to reach a better solution, also it causes ego problems
among the employees. Hence, the employees should not follow this avoidance strategy is
followed mostly it should be avoided.
There is a need to develop a competitive environment among the employees to have a
control over the appraising topics by making them to work towards efficient and effective
achievements. So that all the employees exactly know the organization’s goal and to control
themselves from creating problems.
By discussing with the employees it is found that most of them perceive that the
management is not performing upto the task. So, proper planning should be done for the
betterment of the employees.
90
BIBLIOGRAPHY
Books
Aswathappa.K, 1999, Organisational Behaviour, Himalaya PublishingHouse,
Bombay.
Fisher.K and Rayner.S, 1995, Tips for Teams, TATA McGraw Hill Book company,
New Delhi.
Ghosh.P.K, 2000, Strategic Planning and Management, Sulthan Chand and sons,
New Delhi.
Kothari.C.R, 2003, Research Methodology, Wishwa Prakashan Publishers, New
Delhi.
Luthans Fred, 2002, Organisational Behaviour, TATA McGraw Hill publichers Ltd,
New Delhi.
Mamoria.C.B, 1997, Personnel Management, Himalaya Publishing Ltd, Bombay.
Ramaswami.N, 1997, Organisational Behaviour, Chennai.
Journals
Roy Johnson [2002] journal of successful Manager’s Handbook.
Internet
www.google.com
www.gordontraining.com
www.education_world.com
www.workteams.unt.com
www.Hatsun.org
91
A STUDY ON PERFORMANCE APPRAISAL OF THE EMPLOYEE AT HATSUN AGRO PRODUCT LTD SALEM.
QUESTIONNAIRE
(PLEASE SHADE THE OPTION IF NECESSERY)
1. Name Of The Employee(Optional) : 2. Age (In Years) :
18 to 25 25 to 30 30 to 35 above 35
3. Gender : Male Female 4. Marital Status : Married Unmarried
5. Educational Background :
Post Graduate under Graduate Diploma/ITI HSC/SSLC
6. Nature Of Job : Technical Non Technical 7. Years of experience : 1year 1-3 year above 3 year8. Monthly Income :
Less Than 3,000 3,000 – 5,000
5,001- 10,000 Above 10,000
9. IS the Company Providing Accommodation and medical facilities to the employees?
Yes No
10. Is the Company Offering the Canteen Facility to the employees ?
Yes No
11. What will be your work timings per day(including your over timings)(OT)?
Less Than 8 Hours 8-11 Hours above 11 Hours
12. Is The Company offering any training programme to Employees?
Yes No
13.Is the company offering bonus and salary increment to the employees?
92
Yes No
14. Is That Missed Targets are Commented at the year end to the employees?
Yes No
15. Do the company remind the forthcoming target dates to the employees in advance?
Yes No
16.ls there any Promotional Opportunities for the employees?
Yes No
17. Is there any Personnel Development Plans already exist in the Company?
Yes No
18. How Often Appraisal Programme Is Conducted In Dairy?
Once In 3 Months
Once In 6 Months
Once In A Year
19. Is there any feedback given to the employee’s performance (both good and bad performance)?
Yes No
20.Is there any Development Support offer by the company for the employee’s low Performance?
Yes No
21.Are you aware about your Job Responsibility? Yes No
93
22. How Do You Agree The Following statements given below ?
S.no Factors Strongly agree
Agree Neither agree
Nor disagree
Disagree Strongly disagree
1 Appraisal system meets the expectations
2 Performance appraisal technique is effective
3 Performance appraisal increases the productivity
4 Performance appraisal increases the work efficiency
5 Performance appraisal decreases the absenteeism
6 Performance appraisal is linked to career growth
23. Your Performance is reviewed regularly and discussed with your superior? Yes No
24.Are you satisfied with the existence of Performance Appraisal System in your company?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
25.Will the employees are motivated to perform well?
Yes No
26. Who will evaluate the appraisal techniques in dairy?
Top Level Management
Middle Level Management
Lower Level Management
94
27. In Which From The Feedback Of Appraisal System Meets Should Be Assessed?
Written Form
Oral Form
Both
28. How Do You Rate Your Relationship With the following?
S.No Relationship Smooth Neither smooth nor hard Hard
1 Superior
2 Subordinate
3 Deer’s 29. Please state the outcome of the performance appraisal in the organization:S.No Factors Sometimes Never
1 Efficiency and performance are recognized by company
2 Job security is ensured for the employees
3 Employees are given necessary training
30. State Your Opinion Towards The Following?
S.No Factors Highly Satisfaction
Satisfaction Neither satisfaction nor Dissatisfaction
Dissatisfaction Highly Dissatisfaction
1 Working conditions in the organization
2 Growth opportunities
3 Top management approach
4 Compensation package
5 Welfare benefits
6 Communication system
7 Working culture
95
APPENDIX
The table shows the respondents acceptance for the given statements
Formula:
Wi = ∑Xi Wi ------------ Total no. of respondents (n)
W1 = ∑X1 W1 ------------
n
W1 = 238 ------------ = 1.98
120
96
S.No Statements Strongly agree
Agree Neither Agree Nor Disagree
Disagree Strongly Disagree
1 Appraisal system meets the expectations
17 88 15 0 0
2 Performance appraisal technique is effective
47 64 9 0 0
3 Performance appraisal increases the productivity
6 79 35 0 0
4 Performance appraisal increases the work
efficiency
12 69 39 0 0
5 Performance appraisal decreases the absenteeism
9 53 31 19 8
6 Performance appraisal is linked to career
growth
24 61 27 6 2
W2 = ∑X2 W2 ------------
n
W2 = 202 ------------ = 1.68
120
W3 = ∑X3 W3 ------------
n
W3 = 269 ------------ = 2.24
120
W4 = ∑X4 W4 ------------
n
W4 = 267 ------------ = 2.22
120
W5 = ∑X5 W5 ------------
n
W5 = 324 ------------ = 2.7
120 W6 = 261 ------------ = 2.17
120
The table shows the relationship status with the superior, peer groups and subordinates given by the respondents
97
S.No Relationship Very
smooth
Smooth Neither Smooth
Nor hard
Hard Very
hard
1 Superior 11 91 8 0 0
2 Subordinate 103 17 0 0 0
3 Peer Groups 67 53 0 0 0
Formula:
Wi = ∑Xi Wi ------------ Total no. of respondents (n)
W1 = ∑X1 W1 ------------
n
W1 = 262 ------------ = 2.18
120
W2 = ∑X2 W2 ------------
n
W2 = 137 ------------ = 1.41
120
W3 = ∑X3 W3 ------------
n
W3 = 173 ------------ = 1.44
120
98
The table shows the respondents opinion for the following factors
S.no Factors Alway
s
Percentage Sometime
s
Percentage Never Percentage
1 Efficiency and
performance are
recognized by
company
22 18 89 74 9 8
2 Job Security is ensured
for the employees
113 94 7 6 0 0
3 Employees are given
necessary training
93 77.5 27 22.5 0 0
Formula:
Wi = ∑Xi Wi
------------
Total no. of respondents (n)
W1 = ∑X1 W1
------------
n
W1 = 227
------------ = 1.89
120
W2 = ∑X2 W2
99
------------
n
W2 = 127
------------ = 1.05
120
W3 = ∑X3 W3
------------
n
W3 = 146
------------ = 1.21
120
The table shows the respondents opinion for the following factors
100
S.no Factors Highly Satisfaction
Satisfaction Neither Satisfaction nor dissatisfaction
Dissatisfaction Highly Dissatisfaction
1 Working conditions in the
organization
17 92 11 0 0
2 Growth opportunities
8 86 26 0 0
3 Top management approach
23 55 42 0 0
4 Compensation package
11 27 82 0 0
5 Welfare benefits 28 92 0 0 0
6 Communication system
21 71 28 0 0
7 Working culture 39 58 23 0 0
Formula:
Wi = ∑Xi Wi ------------ Total no. of respondents (n)
W1 = ∑X1 W1 ------------
n
W1 = 234 ------------ = 1.95
120W2 = ∑X2 W2
------------n
W2 = 258
101
------------ = 2.15120
W3 = ∑X3 W3 ------------
n
W3 = 259 ------------ = 2.16
120
W4 = ∑X4 W4 ------------
n
W4 = 311 ------------ = 2.59
120
W5 = ∑X5 W5 ------------
n
W5 = 212 ------------ = 1.76
120 W6 = ∑X6 W6 ------------
n
W6 = 247 ------------ = 2.05
120
W7 = ∑X7 W7 ------------
n
W7 = 224 ------------ = 1.86
120
102