Performance Document

7/29/2019 Performance Document

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CHAPTER I

INTRODUCTION

1.1INTRODUCTION TO THE TOPICPerformance appraisal is a method of evaluating the behaviour of

employees in the work spot, normally it including both the quantitative

and qualitative aspects of job performance. It is a systematic and

objective way of evaluating both work related behaviour and potential of

employees. It is a process that involves determining and communicating

to an employee how he or she is performing the job and ideally,

establishing a plan of improvement.

Performance appraisal has two over arching goals:

To encourage high levels of worker motivation and

performance.

To provide accurate information to be used in managerial

decision making.

These goals are interrelated because one of the principal ways that

managers motivate workers is by making decisions about how to

distribute outcomes to match different levels of performance.

Developing a Performance Appraisal

Managers can use the information gained from performance

appraisal for two main purposes:

1. Developmental purposes such as determining how to

motivate a worker to perform at a high level, evaluating


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which of a worker's weaknesses can be corrected by

additional training, and helping a worker formulate

appropriate career goals.

2. Evaluative, decision-making purposes such as deciding

whom to promote, how to set pay levels, and how to assign

tasks to individual workers.

Methods of Appraisal

The measures managers use to appraise performance can be of two types:

objective or subjective.

Objective measures such as numerical counts are based on

facts. They are used primarily when results are the focus of

Performance appraisal. The number of televisions a factory

worker assembles in a day, the dollar value of the sales a

salesperson makes in a week, the number of patients a

physician treats in a day and the return on capital, profit

margin, and growth in income of a business are all objective

measures of performance.

Subjective measures are based on individuals' perceptions,

and can be used for appraisals based on traits, behaviors, and

results. Because subjective measures are based on

perceptions, they are vulnerable to many of the biases and

problems that can distort person perception. Because there is

no alternative to the use of subjective measures for many

jobs, researchers and managers have focused considerable

attention on the best way to construct subjective measures of

performance.


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360-degree appraisal - a worker's performance is evaluated

by a variety of people who are in a position to evaluate it. A

360-degree appraisal of a manager, for example, may

include evaluations made by peers, subordinates, superiors,

and clients or customers who are familiar with the manager's

performance. The manager would then receive feedback

based on evaluations from each of these sources. When 360-

degree appraisals are used, managers have to be careful that

each evaluator is familiar with the performance of the

individual he or she is evaluating. While 360-degree

appraisals can be used for any different kinds of workers

they are most commonly used for managers.

1.2 STATEMENT OF THE PROBLEM

The performance appraisal of the employees in the organization

should be an effective tool for measuring the employees performance. If

the performance not measured in a real manner it will be a critical issue.

A study on impact of performance appraisal was undertaken to study the

reasons and ways to improve the condition.


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1.3 OBJECTIVES OF THE STUDY

The present study on Impact of Performance Appraisal System

was undertaken with the following objectives:

To study performance appraisal system at Sree

Venkateswara Mills Private Limited.

To find whether the feedback from the appraisal system

assists in the employees training and development.

To determine what type of appraisal did the employees really

looking for.

To find whether there is any opportunities provided for the

employees to improve their performance.

1.4SCOPE OF THE STUDYThe scope of the project is fully dependent upon the objectives of the

project.

This study can be helpful to the company for conducting

any further research.

The study is also helpful in finding out the respondents

opinion towards certain attributes.

It is also helpful in finding out the reach and effectiveness

of the performance appraisal system.

This study also serves as a base for understanding the

perception about the employees regarding their

performance appraisal.

With the results of the study the company can improve their

standards of their appraisal system.


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CHAPTER II

CONCEPTS AND REVIEW

2.1 CONCEPT OF THE STUDY

Definition of performance appraisal

A formal and systematic process, by means of which the job

relevant strength and weakness of the employees are identified, observed,

measured and developed.

Concept of Performance Appraisal

In the best of worlds, employees would love their jobs, like their

co-workers, work hard for their employees, get paid well for their work,

have ample chances for advancement, and flexible schedules so they

could attend to personal or family needs when necessary.

The performance appraisal is to assess a person and let him to

know where he is being standing along with the job. It is to find whether

he is performing with his task or not.

Characteristics of Performance Appraisal

The main characteristics of performance appraisal may be listed thus

The appraisal is a systematic process. It tries to evaluate

performance in the same manner using the same approach.

A number of steps are followed to evaluate an employees

strength and weakness.

It provides an objective description of an employees jobsrelevant strengths and weaknesses.


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It tries to find out how well the employee is performing the

job and tries to establish a plan for further improvement.

The appraisal is carried out periodically, according to a

definite plan. It is certainly not a one-shot deal.

Performance evaluation is not job evaluation. Performance

appraisal refers to how well someone is doing an assigned

job. Job evaluation, on the other hand, determining how

much a job is worth to the organisation, and therefore, what

range of pay should be assigned to the job.

Performance appraisal may be formal or informal. The

informal evaluation is more likely to be subjective and

influenced by personal factors. Some employees are liked

better than others and have, for that reason only, better

chances of receiving various kinds of rewards than others.

The formal system is likely to be more fair and objective,

since it is carried out in a systematic manner, using printed

appraisal forms.

Needs of Performance Appraisal

An Industry has to rely heavily on measuring the performance of

individuals for varied purposes:-

To assess the ability of the individual in order to make the

best use of his talent in the present Job

To find out areas of weakness in order to develop him for

improving his performance

To provide for management succession by judging the

potential of an individual


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To effect changes in the organization by transfers or

promotions so as to fix the individuals according to their

ability and

To help in their training and development by identifying the

strengths and weaknesses of individuals.

2.2 REVIEW OF RELATED LITERATURE

M Bowels and G Coates (1993) expressed that Managers are mostly

appraised by results, but results alone cannot reflect performance because

it is still affected by many other factors. The problems faced by the

organization experiencing some difficulties were measuring performance

and the extra demands made on managers. Management should provide

the enabling conditions through which work is performed. Performance

appraisal should be an opportunistic means to address performance issues

rather than a coherent systematic process.

V.S.P.Rao, in his book Human Resource Management (2005),

indicated that performance appraisal method of evaluation the behaviour

of employee in the work spot normally includes both the quantitative and

qualitative aspects of job performance. It is a systematic and objective

way of evaluating both work-related behaviour and potential of

employees. It is a process that involves determining and communicating

to an employee how he or she is performing the job and ideally,

establishing a plan of improvement.

Udai Pareek and T.V.Rao (2008), expressed that performance appraisal

can be an effective instrument for helping people grow and develop in

organisation setting. It could be used as a mechanism of continuing

education and learning forms one another. Through a well-organised


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appraisal system an employee can create learning spaces for himself in an

organisation. Recent researchers and experiences have shown that

development-oriented performance appraisal and review system, when

effectively practiced, substantially contributes to the organisation health

and facilities multiplication of managerial resources.

D Winstanely and K Stuart-Smith (1996), said that conclusive evidence

that leads to improved performance is lacking because of

Not enough time is given to the process.

It reinforces modes of intrusive control.

The focus must move away from measurement and judgement towards

developing, understanding and building up trust to allow a genuine

dialogue to take place between appraisers and appraise.


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2.3 COMPANY PROFILE

SREE VENKATESA MILLS (P) Ltd. is a partnership concern

started in 1990. The company is engaged in spinning and weavingprocess.

The company manufactures Grey Gada Cloth. Quality is the watch

word of SREE VENKATESA MILLS (P) Ltd., ever since inception.

With an installed capacity of 4968 spindles. Modern machinery and the

latest technology the mill focus how to face the competition.

Historical Sketch of the Company

The partners of this company started the business with a small

investment of four power loom machines. During that time Tamilnadu

government announced palladam Taluk as a backward area where the

industry is existing. Utilizing this opportunity provided by the

government, they purchased six more machines with the installed

capacity of ten machines; they started a small industrial unit.

The cloth manufactured by this textiles unit had a great demand in

the initial stages, because of this increase in demand, they gained profit

and with their hard work they started a big industrial unit. They

purchased 36 power loom machines for the new industrial unit with the

loan provided the bank. It increased to another 12 more machines.

During 1992- 93, there was a great problem, of non availability of

yarn. This is because of high export to foreign countries and lack of yarn.

So they decided to purchase cotton to produce yarn for their own use. For

this purpose they started a spinning mill with the help of the Tamilnadu

Industrial development corporation fund.


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During 1994 they approached Tamilnadu Industrial Investment

Corporation (TIIC).They also got a subsidy of 8032 lakhs. TIIC had

given the same as Bridge Loan through Tamilnadu Industrial Investment

Corporation. In addition to this, the government also provided subsidies

in electricity (i.e.), 40 percentage in the first, second and third year

respectively.

Production Process

Transformation of raw materials into finished goods is the duty of

production department. The various process of production is as follows.

Mixing

Normally the cotton purchased from the parties is in the form of

Bales / Borahs. After purchasing, it is sent to SISPA for testing or it is

tested in the MILL LAB. The mixing is generally for count wise yarn

production. This mixing proportion is most import for every textile, ill at

the primary stage.

Blow Room

In Blow room waste contamination such as seeds, seed coats, leafy

matter and sand/dust are separated from cotton. Blow room function is to

form a compact and uniform sheet of lap form. These laps are rolled in a

lap rod. In this department the mill maintains a lap weight record shows

how many laps are produced in a day.


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Carding

Carding is also called heart of the mill. Carding machines are used

to remove the neaps, which are present in the lap. This Carding machinesoutput is in the form of hanks and is collected in the canes. This hank is

called as CARDING SLIVER.

Drawing

The objective of the draw frame is to align a maximum of eight

slivers into one while parallelizing the combed fibers and evening out thevariation by the doubling of many slivers and to reduce the coefficient of

variation of mass. The delivered sliver is transported to SIMPLEX.

Simplex

The objective of the simplex is to reduce the mass of the sliver by

imparting draft and twisting. To impart twist into the standard and form acompact package suitable for subsequent processing.

Spinning

The objective of the spinning is to spin the yarn of desired count

form a feed simplex bobbin of bulkier mass by adopting drafting through

series of rolls having successively increasing surface speed and windingthe yarn delivered into an empty tube by the variation caused due to lag

of travel to that of spindle speed. The yarn that formed compactly on the

tube is transported for reeling per cone winding section as per

requirements.


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Winding

The objective of winding is to form bigger package from more

number of ring spinning cops of less weight and form a continuous threadfor subsequent operation like knitting wrapping and at times doubling.

The nature of yarn requirement and specification decide the removal of

objectionable faults like slabs, long thick thin place etc. for which

Electronic yarn clearer is utilized.

Packing

In the department the cones are packed. Each cone weights 1.25

kg.

Sizing

The yarn which is coned in cone winding is sent for sizing mills.

They are sizing the yarn into whichever ends they want starch and otherchemicals are used in yarn.

Weaving

The process of weaving simply consists of the interlacing of two

series if threads known as WARP and WEFT. When weaving a piece of

cotton cloth with selvages on the right hand and left hand sides. Thethreads which run length ways or parallel to the selvages are termed the

WARP and that that runs across the cloth or at right tangles to the warp is

termed as WEFT.

The scheme or order in which the weft in interlaced with the warp

is known as WEAVE. Power loom weaving is particularly important

because it influences the production of good cloth.


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Testing and Quality Control

The process of testing for quality is done in two levels one at the

textile mill itself where the lap is equipped with strength tester, countertester, and hank tester. The other at the various independent as well as

Government bodies likes sispa- (small Indian spinners association).

Technological up gradation is done as and when required in order

to keep up the quality standards with the installations and favourable

salubrious climate, known only to that area the quality of the produced is

uniform always.


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Chapter III

RESEARCH METHODOLOGY

3.1 INTRODUCTION

Research is a scientific and systematic search for pertinent

information on a specific topic. Research is an art of scientific

investigation. According to Clifford Woody, Research comprises

defining and redefining problems, formulating hypothesis or suggested

solutions, collecting, organizing and evaluating data, making deductions

and reaching conclusions and at last carefully testing the conclusions to

determine whether they fit the formulating hypothesis.

3.2 RESEARCH DESIGN

Research design aids the researcher in the allocation of limited

resources by posing crucial choices in methodology.

Research design is the plan and structure of investigation so

conceived as to obtain answers to research questions. The plan is the

overall scheme or program of the research. It includes an outline of what

the investigator will do from writing hypothesis and their operational

implications to the final analysis of data.

Descriptive Research Design

The design for this study is descriptive research design. This design

was chosen as it describes accurately the characteristics of a particular

system as well as the views held by individuals about the system. The

views and opinions of employees about the system help to study the


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suitability of the system as well as the constraints that might restrict its

effectiveness

3.3 SAMPLING TECHNIQUES

The sampling technique adopted for the purpose of the study is

convenience sampling.

As the name implies a convenience sample means selecting

particular units of the universe to constitute a sample.

Sample Size

The sample size of the study is 150. This sample is considered as

representative.

3.4 DATA COLLECTION

Primary source:

The primary data are those which are collected as fresh for the first

time and thus happen to be original in character. The Primary data were

collected directly from employees with structured questionnaire.

Secondary Source

The secondary data are those which have already been collected by

someone else and which have already been passed through the statistical

process. The secondary data were collected through company records

and magazines, journals and from internet.


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3.5 TOOLS OF THE STUDY

Tool used for data collection:

The tool used for collecting the data is through the questionnaire.

The main reason for selecting the questionnaire method for the study is:

Respondents have adequate time to give well throughout

answers.

The time of the study was also a limiting factor.

Five pointer scales were use through the Questionnaire.

Statistical tools used

Statistical tools like Tabulation, Graphic representations and, Chi-

Square, are used in the compilation and computation of data.

Chi-Square Test

The Chi-Square test is an important test amongst the several tests

of significance developed by statisticians. Chi-square, symbolically

written as X2 (pronounce at ki-square), is a statistical measure used in the

context of sampling analysis for comparing a variance to a theoretical

variance. As a non-parametric test, it can be used to determine if

categorical data shown dependency or the two classifications are

independent. It can also be used to make comparison between theoretical

populations and actual data when categories are used. Thus, the Chi-

square test is applicable in large number of problems. The test is, in fact,

a technique through the use of which it is possible for all researchers to

Test the significance of association between two attributes, and

Test the homogeneity or the signification of population variance


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Chi-Square = (O-E)2

/ E

Where O = Observed Frequency, E = Expected Frequency

The calculated value of chi-square is compared with the table value

of chi-square for given degrees of freedom of specified level of

significance. If the calculated value of chi-square is greater than the table

value the difference between the theoretical value and the observed is

considered to be significant, i.e., it could not have risen due to

fluctuations of simple sampling. On the other hand if the calculated value

is less than the table value, the difference between the theory and

observation is not considered significant, i.e., it could have risen due to

fluctuations of sampling.

The number of degrees of freedom is described as the number of

observations that are free to vary after certain restrictions have been

imposed on the data. For a uniform distribution, we place one restriction

on the expected distribution - the total of sample observations.

Percentage analysis:

Percentage refers to a special kind of ratio. Percentage is used in

making comparison about two or more series of data. Percentage as also

used to describe relationship. It is also used to compare the relative terms

of two or more series of data.

Number of respondents

Formula= 100Total no. of respondent


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Area of the Study

The study was conducted at SREE VENKATESWARA MILLS

(P) Ltd Palladam.

Closed-Ended Questions

Such questions are also called fixed alternative questions. This

method is also facilitators the respondent to answer in some other way on

other alternative is provided as a choice.

3.6 HYPOTHESIS OF THE STUDY

Null hypothesis is used for testing. It is a statement that no

significance difference exists between the parameter and statistics being

compared to it.

The alternative hypothesis is the logical opposite of the null

hypothesis

The study includes the statement of null hypothesis and alternative

hypothesis by comparing age group of the respondents and preference of

the appraisal system.


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3.7 LIMITATIONS OF THE STUDY

Time and resource were the major constraints during

the execution of the project. Therefore only a limitednumber of employees were included in the sample.

The study was done in single textile unit only, so it

cant be generalised for the entire textile industry.

Some of the respondents find difficult to spare time

with the researcher and hence they did not responded.

There are many respondents who hesitated to answer

the questionnaire.

The human behaviour is quite dynamic and hence the

results may not hold good for a long time.

The results of the survey are totally dependent on the

accuracy and authenticity of the information provided

by the respondents.


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CHAPTERIV

ANALYSIS AND INTERPRETATION

4.1 ANALYSIS OF THE DATA

TABLE 1

TABLE SHOWING GENDER OF THE RESPONDENTS

Gender No. of respondents Simple percentage

Male 132 88

Female 18 12

Inference

From the above table it is inferred that 88% of the respondents are

male and 12% of the respondents are female.


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FIGURE 1

88%

12%

0

10

20

30

40

50

60

70

80

90

100

Male Female

Percentage

Gender of respondents

CHART SHOWING GENDER OF THE

RESPONDENTS


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TABLE 2

TABLE SHOWING AGE GROUP OF THE RESPONDENTS

Age group No. of respondents Simple percentage

19-23 15 10

24-28 42 28

29-33 27 18

34-38 27 18

Above 38 39 26

Inference

The above table shows that 28% of the respondents are between the

age group of 24-28, 26% of the respondents are above 38, 18% of the

respondents are in the age group of 29-33 and 34-38, 10% of the

respondents are in the age group of 19-23.


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FIGURE 2

10%

28%

18% 18%

26%

0

5

10

15

20

25

30

19-23 24-28 29-33 34-38 above 38

Percentage

Age group of respondents

CHART SHOWING AGE GROUP OF THE RESPONDENTS


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TABLE 3

TABLE SHOWING THE EXPERIENCE IN THE PRESENT JOB

Experience in Year No of respondents Simple percentage

1-10 102 68

11-20 30 20

21-30 15 10

31-40 03 02

Inference

The above table shows that 68% of the employees are having 1-10

years of experience, 20% of the employees having 11-20 years of

experience, 10% of the employees having 21-30 years of experience and

02% of the employees having 31-40 years of experience.


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FIGURE 3

2%

10%

20%

68%

0

10

20

30

40

50

60

70

80

1-10 years 11-20 years 21-30 years 31-40 years

percentage

Experience in the present job

CHART SHOWING THE EXPERIENCE IN THE PRESENT

JOB


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TABLE 4

TABLE SHOWING THE BASIS OF THE PERFORMANCE

APPRAISAL

Inference

The above table shows that 80% of the respondents prefer both the

quality and target for their basis of performance appraisal, 12% of the

respondents prefer quality alone and 8% of the respondents prefer target

alone.

Basis of performance appraisal No of respondents Simple percentage

Quality 18 12

Target 12 08

Both 120 80


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FIGURE 4

12%8%

80%

0

10

20

30

40

50

60

7080

90

Quality Target Both

Percentage

Appraisal basis

CHART SHOWING BASIS OF THE PERFORMANCE

APPRAISAL


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TABLE 5

TABLE SHOWING FREQUENCY OF THE APPRAISAL

Frequency of appraisal No of respondents Simple percentage

Monthly 09 06

Half yearly 60 40

Annual 75 50

360 degree 06 04

Inference

The above table shows that 50% of the respondents prefer annual

appraisal, 40% of the respondents prefer half yearly appraisal, 6% of the

respondents prefer monthly appraisal and 4% of the respondents prefer

360 degree appraisal.


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FIGURE 5

6%

40%

50%

4%

0

10

20

30

40

50

60

Monthly Half yearly Annual 360 degree

Percentage

Appraisal frequency

CHART SHOWING FREQUENCY OF THE

APPRAISAL


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TABLE 6

TABLE SHOWING CRITERIA FOR PERFORMANCE

Performance appraisal based on No of respondents Simple percentage

Personality traits 06 04

Behaviour 09 06

Results 15 10

All the above 120 80

Inference

The above table shows that 80% of the respondents agreed that

their appraisal based on personality traits, behaviour and results, 10% of

the respondents agreed it is based on results alone, 6% of the respondents

agreed that it is based on behaviour, 4% of the respondents agreed it is

based on personality trait for their appraisal.


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FIGURE 6

4% 6%10%

80%

0

10

20

30

40

50

6070

80

90

Personality traits Behaviour Result All the above

Percentage

Appraisal criteria

CHART SHOWING CRITERIA FOR

PERFORMANCE


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TABLE 7

TABLE SHOWING TYPES OF APPRAISAL RESPONDENTS

PREFER

Inference

The above table shows that 76% of the respondents prefer both

subjective and objective factors, 12% of the respondents prefer subjective

alone and 12% of the respondents prefer objective alone for their

appraisal.

Types of appraisal No of respondents Simple percentage

Subjective 18 12

Objective 18 12

Both 114 76


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FIGURE 7

12% 12%

76%

0

10

20

30

40

50

60

70

80

Subjective Objective Both

Percentage

Appraisal prefer by respondents

CHART SHOWING TYPE OF APPRAISAL

RESPONDENTS PREFER


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TABLE 8

TABLE SHOWING GENDER DISCRIMINATION-

RESPONDENTS OPENION

Inference

The table shows that 68% of the respondents said that there is no

gender discrimination and 32% said there is gender discrimination for

performance appraisal.

Based on gender, any

discrimination

No of respondents Simple percentage

Yes 48 32

No 102 68


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FIGURE 8

16%

34%

0

5

10

15

20

25

30

35

40

Yes No

Percentage

Gender discrimination

CHART SHOWING GENDER DISCRIMINATION -

RESPONDENTS PREFER


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TABLE 9

TABLE SHOWING THE REPORTING NATURE OF THE

RESPONDENTS

Daily contact at the time

of appraisal

No of

respondents

Simple

percentage

Strongly agree 09 06

Agree 72 48

No Comment 30 20

Disagree 33 22

Strongly Disagree 06 4

Inference

The table shows that 48% of the respondents agree that they are

having daily contact, 22% of the respondents are having no comment,

20% of the respondents are disagree with the daily contact, 3% of the

respondents are strongly agree with the daily contact and 2% of the

respondents are strongly disagree with the daily contact.


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FIGURE 9

6%

48%

20%22%

4%

0

10

20

30

40

50

60

Storogly

agree

Agree No

comments

Disagree Strongly

disagree

Percentage

Opinion-Reporting on daily basis

CHART SHOWING THE REPORTING NATURE OF

THE RESPONDENTS


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TABLE 10

TABLE SHOWING FEEDBACK GIVEN AT THE TIME OF

APPRAISAL

Feedback given at the time of

appraisal



Agree 84 56

No Comment 30 20

Disagree 12 08


Inference

The table shows that 56% of the respondents are agree that the

feedback was given at the time of appraisal, 20% of the respondents dont

want to comment, 14% of the respondents are strongly agree that the

feedback was given, 8% of the respondents are disagree that the feedback

was given, and 2% of the respondents are strongly disagree that the

feedback was given at the time of appraisal.


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FIGURE 10

14%

56%

20%

8%

2%

0

10

20

30

40

50

60

Strongly

agree

Agree No comments Disagree strongly

disagree

percentage

Opinion-Appraisal feed back

CHART SHOWING FEEDBACK GIVEN AT THE TIME OF

APPRAISAL


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TABLE 11

TABLE SHOWING APPRAISAL EVALUATION -STRENGTH

AND WEAKNESSES

Appraisal evaluates

strength and weaknesses

No of

respondents

Simple

percentage


Agree 63 42

No Comment 36 24

Disagree 09 06


Inference

The table shows that 42% of the respondents agree with that

performance appraisal helps to evaluate their strength and weaknesses,

24% of the respondents are strongly agree, 24% of the respondents given

no comment,6% of the respondents are disagree, and 4% of the

respondents are strongly disagree with that performance appraisal helps

to evaluate their strength and weaknesses.


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FIGURE 11

24%

42%

24%

6%4%

0

5

10

15

20

25

30

35

40

45

Strongly

agree

Agree No

comments

Disagree Strongly

agree

Percentage

Opinion-Evalotion of strength and weakness

CHART SHOWING APPRAISAL EVALUATES-

STRENGTH AND WEAKNESSES


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TABLE 12

TABLE SHOWING APPRAISER EVALUATION ON SKILL GAPS

Exactly evaluates the skill gaps No of respondents Simple percentage


Agree 84 56

No Comment 39 26

Disagree 12 08


Inference

The table shows that 56% of the respondents are agree with

evaluation of skill gaps, 26% of the respondents given no comment,10%

of the respondents are strongly agree with evaluation of skill gaps and 8%

of the respondents are disagree with the evaluation of the skill gaps in

their performance appraisal.


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FIGURE 12

10%

56%

26%

8%

00

10

20

30

40

50

60

Strongly

agree

Agree No

Comments

Disagree Strongly

Disagree

Percentage

Opinion-Appraisal evaluation on skill gap

CHART SHOWING APPRAISER EVALUATION

ON SKILL GAPS


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TABLE 13

TABLE SHOWING THE TRAINING ENHANCEMENT

Organization providing

effective training



Agree 48 32

No Comment 54 36

Disagree 09 06


Inference

The table shows that 36% of the respondents given no comment

regarding effective training, 32% of the respondents are agree with the

effective training, 24% of the respondents are strongly agree with the

effective training, 6% of the respondents are disagree with the effective

training and 2% of the respondents are strongly disagree with the

effective training imparted by the organization.


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FIGURE 13

24%

32%

36%

6%

2%

0

5

10

15

20

25

30

35

40

Strongly

agree

Agree No

Comments

Disagree Strongly

disagree

Percentage

Opinion-Traning enhancement

CHART SHOWING THE TRAINING

ENHANCEMENT


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TABLE 14

TABLE SHOWING THE ROLE OF APPRAISAL IN THE

EMPLOYEE GROWTH

Appraisal helps in

personal growth



Agree 69 46

No Comment 39 26

Disagree 06 04


Inference

The table shows that 46% of the respondents are agree with their

personal growth, 26% of the respondents given no comment, 24% of the

respondents are strongly agree with their personal growth and 4% of the

respondents are disagree with their personal growth through performance

appraisal.


47/71

47

FIGURE 14

24%

46%

26%

4%

00

5

10

15

20

25

30

35

40

45

50

Strongly agree Agree No comments Disagree Strongly

disagree

percentage

Opinion-Appraisal and employee growth

CHART SHOWING THE ROLE OF APPRAISAL IN THE

EMPLOYEE GROWTH


48/71

48

TABLE 15

TABLE SHOWING ROLE OF APPRAISAL IN PROMOTION

Appraisal helps in

promotion aspects



Agree 81 54

No Comment 15 10

Disagree 09 06


Inference

The table shows that 54% of the respondents are agree with the

promotion aspects in their personal growth, 30% of the respondents are

strongly agree with the promotion aspects in their personal growth, 10%

of the respondents given no comment and 6% of the respondents are

disagree with the promotion aspects in their personal growth.


49/71

49

FIGURE 15

30%

54%

10%

6%

00

10

20

30

40

50

60

Strongly agree Agree No comments Disagree Strongly

disagree

Percentage

Opinion-Appraisa in employee growth

CHART SHOWING ROLE OF APPRAISAL IN

PROMOTION


50/71

50

TABLE 16

TABLE SHOWING OPENION ABOUT JOB ROTATION

Recommendation for job

rotation


Yes 120 80

No 30 20

Inference

The table shows that 80% of the respondents recommended for

their job rotation and 20% of the respondents are not recommended for

their job rotation.


51/71

51

FIGURE 16

80%

20%

0

10

20

30

40

50

60

70

80

90

Yes No

Percentage

Job rotation

CHART SHOWING OPENION ABOUT JOB ROTATION


52/71

52

TABLE 17

TABLE SHOWING OPENION ABOUT JOB ENLARGEMENT

Recommendation for job

enlargement


Yes 135 90

No 15 10

Inference

The above table shows that 90% of the respondents recommend job

enlargement for their personal development and 10% of the respondents

did not recommend it for their personal development.


53/71

53

FIGURE 17

90%

10%

0

10

20

30

40

50

60

70

80

90

100

Yes No

Percentage

Job enlargement

CHART SHOWING OPENION ABOUT JOB

ENLARGEMENT


54/71

54

TABLE 18

TABLE SHOWING RESPONDENCE IDEA FOR THEIR JOB

DEVELOPMENT

Ideas to recommend for their

development


Yes 30 20

No 120 80

Inference

The table shows that 80% of the respondents recommended ideas

for their job development and 20% of the respondents are not

recommended ideas for their job development.


55/71

55

FIGURE 18

10%

40%

0

5

10

15

20

25

30

35

40

45

Yes No

percentage

Ideas for job development

CHART SHOWING RESPONDENCE IDEAS FOR

THEIR JOB DEVELOPMENT


56/71

56

TABLE 19

TABLE SHOWING OPENION ABOUT THE FACE TO FACE

CONTACT

Inference

The table shows that 70% of the respondents are agreeing with face

to face interaction with the appraiser and 30% of the respondents are not

agree with the face to face interaction with the appraiser.

Face to face interaction

with supervisor

No of

respondents

Simple

percentage

Yes 105 70

No 45 30


57/71

57

FIGURE 19

70%

30%

0

10

20

30

40

50

60

70

80

Yes No

percentage

Openion-Face to face contact

CHART SHOWING OPENION ABOUT THE FACE

TO FACE CONTACT


58/71

58

TABLE 20

TABLE SHOWINGS OPPORTUNITY TO IMPROVE

PERFORMANCE

Opportunities to

improve performance

No of

respondents

Simple

percentage

Yes 129 86

No 21 14

Inference

The table shows that 86% of the respondents are agree with their

opportunities given by the organization to improve their performance and

14% of the respondents are not agree with the opportunities given by the

organization to improve their performance.


59/71

59

FIGURE 20

86%

14%

0

10

20

30

40

50

60

70

80

90

100

Yes No

Percentage

Opportunity to improve performance

CHART SHOWING OPPORTUNITY TO IMPROVE

PERFORMANCE


60/71

60

TABLE 21

TABLE SHOWING APPRAISAL AND ATTITUDE CHANGES

Appraisal changes your Attitude and

Behaviour

No of

respondents

Simple

percentage

Yes 105 70

No 45 30

Inference

The above table shows that 70% of the respondents are agree that

there is a change in their attitude and behaviour after appraisal and 30%

of the respondents are disagree for the changes in their attitude and

behaviour after appraisal.


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61

FIGURE 21

70%

30%

0

10

20

30

40

50

60

70

80

Yes No

P

ercentage

Appraisal attitude change

CHART SHOWING APPRAISAL AND ATTITUDE

CHANGES


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62

TABLE 22

TABLE SHOWING PERFORMANCE RATING AND SALARY

Performance ratings increase

your salary


Yes 117 78

No 33 22

Inference

The above table shows that 78% of the respondents are satisfied

with the increase of salary through performance ratings 22% of the

respondents are dissatisfied with the salary provided through performance

rating.


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63

FIGURE 22

78%

22%

0

10

20

30

40

50

60

70

80

90

Yes No

Percentage

Performance rating and salary

CHART SHOWING PERFORMANCE RATING AND

SALARY


64/71

64

TABLE 23

TABLE SHOWING OPENION ABOUT PRESENT APPRAISAL

SYSTEM

Happy with present

appraisal


Yes 114 76

No 36 24

Inference

The above table shows that 76% of the respondents are happy with

the present appraisal system and 24% of the respondents are unhappy

with the present appraisal system.


65/71

65

FIGURE 23

76%

24%

0

10

20

30

40

50

60

70

80

Yes No

Percentage

Openion-Present appraisal system

CHART SHOWING OPENION ABOUT PRESENT

APPRAISAL SYSTEM


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66

4.2 HYPOTHESIS TESTING

Chi-square test to find out the comparison between age group of the

respondents and the preference of performance appraisal types.

Null Hypothesis

There is no relationship between age group of the respondents and

the preference of performance appraisal types.

Alternative Hypothesis

` There is relationship between age group of the respondents and the

preference of performance appraisal types.

Level of Significance

5% level of significance.

Test Statistics

X2

= (Oi- Ei)2

Ei

AGE GROUP SUBJECTIVE OBJECTIVE BOTH TOTAL

19-23 09 06 - 15

24-28 09 06 27 42

29-33 - - 27 27

34-38 - 06 21 27

Above 38 - - 39 39

TOTAL 18 18 114 150


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Calculation

Inference

The calculated value is 49.99 where as the tabulated value for (r-1)

(c-1) i.e., (5-1) (3-1) for 5% level of significance is 15.507. Thus

calculated value is greater than the tabulated value. So the null hypothesis

is rejected and the alternative hypothesis is accepted i.e., There is

relationship between age group of the respondents and the preference of

performance appraisal types is accepted.

Oi Ei (Oi- Ei)2

(Oi- Ei)2/ Ei

9 1.8 51.84 28.8

6 1.8 17.64 9.8

9 5.04 15.68 3.11

6 5.04 0.9216 0.18

27 31.92 24.206 0.75

27 20.52 41.990 2.04

6 3.24 7.617 2.35

21 20.52 0.2304 0.011

39 29.64 87.609 2.95

Total 49.99


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Chapter V

FINDINGS AND SUGGESTIONS

5.1 FINDINGS OF THE STUDY

88% of the respondents were male.

28% of respondents are belongs to the age group of 24-28.

68% of them having the experience of 1-10 years in the

present job.

80% of the respondents prefer both the quality and target for

their basis of performance appraisal.

50% of the respondents prefer the frequency of appraisal as

annual.

80% of the respondents felt that performance appraisal

should be based on personality traits, behaviour and results.

76% of the respondents prefer subjective and objective

appraisal.

68% of the respondents said that there is no gender

discrimination in performance appraisal.

54% of the respondents are agreeing with daily contact with

the appraiser at the time of appraisal.

70% of the respondents are agreeing with feedback given at

the time of appraisal.

66% of the respondents are agreeing with evaluation of their

strength and weaknesses at the time of appraisal.

66% of the respondents are agreeing with evaluation of skill

gaps.


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56% of the respondents are agreeing with the effective

training provided after appraisal review.

70% of the respondents are agreeing that performance

appraisal helps in their personal growth.

84% of the respondents are agreeing with the promotion

prospects through appraisal.

80% of the respondents prefer job rotation.

90% of the respondents prefer job enlargement.

80% of the respondents ready to contribute some ideas for

their development.

70% of the respondents are agreeing with the face to face

interaction with their appraiser.

86% of the respondents are agree that they were provided

with opportunities to improve their performance after

appraisal.

70% of the respondents said that after appraisal there is a

change in their attitude and behaviour.

78% of the respondents are agreeing that there is an increase

in their salary through performance ratings.

76% of the respondents are happy with the present appraisal

system.


70/71

70

5.2 SUGGESTIONS

Suggestions by the Researcher

The company should conduct effective training after

the performance appraisal for their employees to

improve their performance by identifying the gaps.

The company should give combination of both

subjective and objective appraisal and it should be

conducted twice in a year.

The appraiser should keep in contact with the

employees and motivate them for their growth and also

to achieve the organizational goals.

When an employee is inducted in an organisation,

he/she should be given proper information about

performance appraisal system and its impact towards

his/her job.

Once an employee is evaluated, he/she has to be

informed about their strength and weaknesses. So that

he/she will improve their strengths and weaknesses and

it also helps to increase the productivity of the

organisation.


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5.3 CONCLUSIONS

In this study, Performance Appraisal system of the organization

was evaluated and found to be good. This project work also reveals thegaps in the existing system. By providing suitable training and

development programmes, the organisation can improve the existing

performance appraisal system.

Overall, this project work helps to understand every aspects of

performance appraisal in detail.

Documents

Performance Document