Performance Appraisal Maha Cement 222
Performance Appraisal Maha Cement 222
INTRODUCTION
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3.1 NEED OF THE STUDY
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3.2 OBJECTIVES OF THE STUDY
This study contains the following objectives,
To evaluate the efficient performance appraisal system of My Home Industries
limited.
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.
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3.3 SCOPE OF THE STUDY
The present study attempts to find out the extent of appraising management
strategies adopted by the employees in My Home Industries limited. 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.
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.
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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 MY
HOME INDUSTRIES LIMITED.. 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).
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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
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.
DATA COLLECTION:
The two types of data sources are
Primary data
Secondary data
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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
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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
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CHAPTER - 2
CEMENT INDUSTRY
SECTOR ANALYSIS
Indian Economy grew by 5.4 per cent in 2001-02, which is considered to be one of the highest
growth rates in the world for the year. This growth is supported by a growth rate of 5.7 per
cent in agriculture and allied sectors, 3.3 percent in industry and 6.5 per cent in services.
Overall agricultural output is estimated to increase by nearly 7 per cent in 2001-02. Food
grains production is expected to rise to 209 million tons compared with 196 million tons in
2000-01. Prospects of agricultural production in 2001-02 are considered to be bright as a
result of normal monsoon and relatively favorable distribution of rainfall over time and
regions.
While the Indian industry sector grew by 3.3 per cent, with in industry sector segments like
construction showed a lower growth in 2000-01, there was marked improvement in the
growth rates of manufacturing (from 4.2 per cent in 1999-00 to 6.7 per cent in 2000-01) and
mining and quarrying (from 2 per cent to 3.3 per cent during the same period). The growth
rate of electricity, gas and water supply remained almost invariant at around 6.2 per cent for
both 1999-2000 and 2000-01. During 1993-94 to 1999-2000 the service sector had achieved
consistently high growth rates in the range of 7.1 per cent to 10.5 per cent. But for the first
time in 2000-01, the growth rate of the service sector declined to 4.8 per cent due to poor
performance by financial sector, trade hotels and restaurants, and community and social
services.
Agriculture
The agriculture sector, for so long the mainstay of the Indian Economy, now accounts for only
about 20 per cent of GDP, yet employs over 50 per cent of the population. For some years
after independence, India depended on foreign aid to meet its food needs, but in the last 35
years, food production has risen steadily, mainly due to the increase in irrigated areas and
widespread use of high-yield seeds, fertilizers, and pesticides. The Country has large grain
stockpiles (around 45 million tons) and is a net exporter of food grains.
Cash crops, especially tea and coffee, are the major export earners. India is the world's
largest producer of tea, with annual production of around 470 million tons, of which 200
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million tons is exported. India also holds around 30 per cent of the world spice market, with
exports around 120,000 tons per year.
With a view to strengthening the sector, building infrastructure for handling, transportation,
and storage of food grains has been granted "infrastructure status" and will be eligible for a
tax holiday. Further, processors of food and vegetables are exempt from excise duty.
Manufacturing Sector
After a decade of reforms, the manufacturing sector is now gearing up to meet challenges for
the new millennium. Investment in Indian companies reached record levels by 1994 and
many multinationals decided to set up shop in India to take advantage of the improved
financial climate. In an effort to provide a further boost to the industrial manufacturing sector,
Foreign Direct Investment (FDI) has been permitted through the automatic route for almost
all the industries with certain restrictions. Structural reforms have been undertaken in the
excise duty regime with a view to introduce a single rate and simplify the procedures and
rules. Indian subsidiaries of multinationals have been permitted to pay royalty to the parent
company for license of international brands, etc. Over the period 1992-93 to 1999-2000, the
manufacturing sector has recorded an average annual growth rate of 6.3 per cent and in 2001-
02; it recorded a growth of 2.8 per cent.
Companies in the manufacturing sector have consolidated around their area of core
competence by tying up with foreign companies to acquire new technologies, management
expertise, and access to foreign markets. The cost benefits associated with manufacturing in
India, has positioned India as a preferred destination for manufacturing and sourcing for global
markets.
Financial Sector
An extensive financial and banking sector supports the rapidly expanding Indian Economy.
India boasts of a wide and sophisticated banking network. The sector also has a number of
national and state level financial institutions. These include foreign and institutional
investors, investment funds, equipment leasing companies, venture capital funds, etc. Further,
the Country has a well-established stock market, comprising 23 stock exchanges, with over
9,000 listed companies. Total market capitalization, on the two dominant stock exchanges,
the Bombay Stock Exchange (BSE) and the National Stock Exchange (NSE), stood at Rs.
6,926 billion and Rs. 7,604 billion respectively, at the end of December 2000. The Indian
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capital markets are rapidly moving towards a market that is modern in terms of infrastructure
as well as international best practices such as derivative trading with stock index futures,
addition to the list of compulsory Demat trading and rolling settlement in certain specified
shares, commencement of internet based trading, etc.
The last year witnessed several Indian companies, mobilizing resources by tapping the world
market through the ADR/GDR route. So as to improve the liquidity in the ADR/GDR market
and to give opportunity to Indian shareholders to divest their shareholding in the ADR/GDR
market abroad, measures such as two-way fungibility in ADR/GDR issues of Indian
companies has been introduced and sponsorship of ADR/ GDR offerings against existing
shareholding. In addition to the above, 26 per cent foreign equity has been allowed in the
insurance sector and investment and divestment by venture capital funds and companies
registered with SEBI has been simplified.
FII inflows were USD 2.34 billion (January 2001 to June 2001) compared to USD 1.5 billion
for 2000, showing an upward trend despite depressed stock market indices. Net cumulative
FII inflows crossed USD 14 billion (June 2001).
Services Sector
The main thrust to industrial growth has come from the services sector. Services contribute to
41 per cent of the GDP. Rapidly, the quality and complexity of the type of services being
marketed is on the rise to match worldwide standards. Whether it is financial services,
software services or accounting services, this sector is highly professional and provides a
major impetus to the Economy . Interestingly, this sector is populated with a range of players
who cater to a niche market.
India is fast becoming a major force in the Information Technology sector. According to the
National Association of Software and Service Companies (NASSCOM), over 185 Fortune
500 companies use Indian software services. The world's software giants such as Microsoft,
Hughes and Computer Associates who have made substantial investments in India are
increasingly tapping this potential. A number of multi-nationals have leveraged the relative
cost advantage and highly skilled manpower base available in India, and have established
shared services and call centers in India to cater to their worldwide needs.
The software industry was one of the fastest growing sectors in the last decade with a
compound annual growth rate exceeding 50 per cent. Software service exports increased from
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US$ 4.02 billion in 1999-2000 to US$ 6.3 billion in 2000-01, thereby registering a growth of
57 per cent. India's success in the software sector can be largely attributed to the industry's
ability to cultivate superior knowledge through intensive R&D efforts and the expertise in
applying the knowledge in commercially viable technologies.
An estimated 100.9 million people were employed in 41.8 million establishments in India,
growing at 2.78 percent and 4.69 percent, respectively from 1998-2005, shows the official
Economic Census for 2005. Non-farm sector continued to be the principal source of
employment, employing 90 million people, compared to 10.9 million in agriculture sector,
said the census released here Thursday.
“It is a significant pointer that India has a great deal of potential for growth in these two
sectors,” he said.
Manufacturing sector employed 25.5 million people or 25.25 percent of the total workforce,
followed by 25.1 million or 24.91 percent, respectively for retail trade sector, showed the
survey.
This was the fifth in the series of the economic censuses conducted by CSO, an agency under
the ministry of statistics and programme implementation. The first census of its kind was
launched in 1977.
“This census gives us a complete picture of India’s economic situation. We must interpret the
data intelligently. There has been a rapid growth in small-scale industries,” said Statistics and
Programme Implementation Secretary Pranob Sen.
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41.83 million Establishments, 25.54 million in rural and 16.29 million in urban areas,
operated in 2005.
39.61 million Establishments under private ownership.
26.96 million Units were own establishments, without hired workers.
35.75 million Non-agricultural establishments engaged 89.99 million workers, while
agriculture sector’s 6.08 million units had 10.91 million workers.
Employment growth rate at 2.78 percent between 1998 and 2005.
Males accounted for 78.3 million of the workforce; women accounted for 20.2
million, children 2.4 million.
Manufacturing sector was the largest employer (25.5 million people); the retail sector
came next (25.1 million people); farming was third (9.2 million people).
95 percent establishments had 1-5 workers; 3.42 percent had 6-9 workers; only 1.51
percent employed 10 or more workers.
Pre Independence
The first endeavor to manufacture cement dates back to 1889 when a Calcutta based company
endeavored to manufacture cement from Argillaceous (kankar).
But the first endeavor to manufacture cement in an organized way commenced in Madras.
South India Industries Limited began manufacture of Portland cement in 1904.But the effort
did not succeed and the company had to halt production.
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Finally it was in 1914 that the first licensed cement manufacturing unit was set up by India
Cement Company Ltd at Porbandar, Gujarat with an available capacity of 10,000 tons and
production of 1000 installed. The First World War gave the impetus to the cement industry
still in its initial stages. The following decade saw tremendous progress in terms of
manufacturing units, installed capacity and production. This phase is also referred to as the
Nascent Stage of Indian Cement Industry.
During the earlier years, production of cement exceeded the demand. Society had a biased
opinion against the cement manufactured in India, which further led to reduction in demand.
The government intervened by giving protection to the Industry and by encouraging
cooperation among the manufacturers.
In 1927, the Concrete Association of India was formed with the twin goals of creating a
positive awareness among the public of the utility of cement and to propagate cement
consumption.
Post Independence
The growth rate of cement was slow around the period after independence due to various
factors like low prices, slow growth in additional capacity and rising cost. The government
intervened several times to boost the industry, by increasing prices and providing financial
incentives. But it had little impact on the industry.
In 1956, the price and distribution control system was set up to ensure fair prices for both the
manufacturers and consumers across the country and to reduce regional imbalances and reach
self sufficiency.
The cement industry in India was severely restrained by the government during this period.
Government hold over the industry was through both direct and indirect means. Government
intervened directly by exercising authority over production, capacity and distribution of
cement and it intervened indirectly through price control.
In 1977 the government authorized higher prices for cement manufactured by new units or
through capacity increase in existing units. But still the growth rate was below par.
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In 1979 the government introduced a three tier price system. Prices were different for cement
produced in low, medium and high cost plants.
However the price control did not have the desired effect. Rise in input cost, reduced profit
margins meant the manufacturers could not allocate funds for increase in capacity.
To give impetus to the cement industry, the Government of India introduced a quota system
in 1982.A quota of 66.60% was imposed for sales to Government and small real estate
developers. For new units and sick units a lower quota at 50% was affected. The remaining
33.40% was allowed to be sold in the open market.
These changes had a desired effect on the industry. Profitability of the manufacturers
increased substantially, but the rising input cost was a cause for concern.
Post Liberalization
In 1989 the cement industry was given complete freedom, to gear it up to meet the challenges
of free market competition due to the impending policy of liberalization. In 1991 the industry
was de licensed.
This resulted in an accelerated growth for the industry and availability of state of the art
technology for modernization. Most of the major players invested heavily for capacity
expansion.
To maximize the opportunity available in the form of global markets, the industry laid greater
focus on exports. The role of the government has been extremely crucial in the growth of the
industry.
Cement is one of the core industries which plays a vital role in the growth and expansion of a
nation. It is basically a mixture of compounds, consisting mainly of silicates and aluminates
of calcium, formed out of calcium oxide, silica, aluminium oxide and iron oxide. The demand
for cement depends primarily on the pace of activities in the business, financial, real estate
and infrastructure sectors of the economy. Cement is considered preferred building material
and is used worldwide for all construction works such as housing and industrial construction,
as well as for creation of infrastructures like ports, roads, power plants, etc. Indian cement
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industry is globally competitive because the industry has witnessed healthy trends such as
cost control and continuous technology upgradation.
The Indian cement industry is the second largest producer of quality cement. Indian Cement
Industry is engaged in the production of several varieties of cement such as Ordinary Portland
Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement
(PBFS), Oil Well Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland
Cement, White Cement, etc. They are produced strictly as per the Bureau of Indian Standards
(BIS) specifications and their quality is comparable with the best in the world.
The Indian cement industry is the second largest in the world. It comprises of 140 large and
more than 365 mini cement plants. The industry's capacity at the beginning of the year 2009-
10 was 217.80 million tonnes. During 2008-09, total cement consumption in India stood at
178 million tonnes while exports of cement and clinker amounted to around 3 million tonnes.
The industry occupies an important place in the national economy because of its strong
linkages to other sectors such as construction, transportation, coal and power. The cement
industry is also one of the major contributors to the exchequer by way of indirect taxes.
Cement production during April to January 2009-10 was 130.67 million tonnes as compared
to 115.52 million tonnes during the same period for the year 2008-09. Despatches were
estimated at 129.97 million tonnes during April to January 2009-10 whereas during the same
period for the year 2008-09, it stood at 115.07 million tonnes.
Over the last few years, the Indian cement industry witnessed strong growth, with demand
reporting a compounded annual growth rate (CAGR) of 9.3% and capacity addition a CAGR
of 5.6% between 2004-05 and 2008-09. The main factors prompting this growth in demand
include the real estate boom during 2004-08, increased investments in infrastructure by both
the private sector and Government, and higher Governmental spending under various social
programmes. With demand growth being buoyant and capacity addition limited, the industry
posted capacity utilisation levels of around 93% during the last five years. Improved prices in
conjunction with volume growth led to the domestic cement industry reporting robust growth
in turnover and profitability during the period 2005-09.
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2.3 Consumption Growth during 2009-10
Even during the economic slowdown in 2009-10, growth in cement demand remained at a
healthy 8.4%. In the current fiscal (2009-10) cement consumption has shot up, reporting, on
an average, 12.5% growth in consumption during the first eight months with the growth being
aided by strong infrastructure spending, especially from the govt sector. The trends in all-
India consumption and the growth in consumption in the major cement-consuming States
over the last five years are presented in below table:
2009-10 Apr-Nov 10
TABLE 2.1
Low-cost housing in urban and rural areas under schemes like Jawaharlal Nehru
National Urban Renewal Mission (JNNURM) and Indira Aawas Yojana
The Globalization of Indian Cement Industry has helped the industry to restructure itself to
cope up with the alterations in the global economic and trading system. The Indian cement
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industry is one of the oldest industries. It has been catering to India's cement requirements
since its emergence during the British Raj in India. Though the majority of the players in the
Indian cement industry were private sector organizations, the industry was highly regulated.
With the rapid growth rate of the Indian economy after the 1990s, the infrastructural
developments within the country has been tremendous. The increase in the construction
activities has led to the increase in the demand for updated quality building materials and
other allied products. Cement being one of the major elements in the construction work, there
is a growth in the cement industry in India. The consumption of cement has increased in India
by nearly 7.5%. With the globalization of Indian cement industry many foreign cement
manufacturers are engaging themselves in agreements and deals with their India counter parts
to have a share of the growth.
Italcementi cement - Zuari Cement Limited Italcementi Cement Company with the
help of the Ciments Français, a subsidiary for its global activities, has acquired shares
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of the famous Indian cement manufacturer - Zuari Cement Limited. The acquisition
was of 50% shareholding and the deal was of about 100 million Euros. Italcementi
Cement is the 5th largest cement manufacturing company in the world. The
production capacity of the Italcementi cement company is about 70 million tons in a
year. With the construction boom in India the company looks for a stable future. In
2001 the Italcementi cement entered the Indian market scenario. It took over the plant
of the Zuari Cement Limited in Andhra Pradesh in southern India. The joint venture
earned revenues of around 100 million Euros and an operating profit of 4 million
Euros.
Lafarge India is the subsidiary of the Lafarge Cement Company of France. It was
established in 1999 in India with the acquisition of the Tisco and the Raymond
cement plants. Lafarge Cement presently has three cement manufacturing units in
India. One of them is in Jharkhand which is used for the purpose of grinding and the
other two are in Chhattisgarh used for manufacturing. The Lafarge Cement Company
was set up in the year 1833 by Leon Pavin. Lafarge Cement Company situated in
France is the leading cement producing company in the world. It has plans for
increasing the cement production through technological innovations and
maximization of the capacity of the plant. It has a large network of distributors in the
eastern part of India. The Lafarge Cement Company is presently producing nearly 5.5
million tons of cement for the Indian cement market.
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its lowest in the month of August and September. The cyclical nature of this industry
has meant that only large players are able to withstand the downturn in demand due
to their economies of scale, operational efficiencies, centrally controlled distribution
systems and geographical diversification.
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Cement Industries in ANDHRA PRADESH with Production Capacity
16.70 CAPACITY
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L & T – A.P. Tadipatri 2.00
(MILLION TONNES)
Rajasthan 12 15.07
Gujarat 6 12.59
Maharashtra 8 6.41
Karnataka 10 6.92
Bihar 3 4.62
Orissa 1 2.66
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Punjab 2 1.04
Delhi 1 0.50
Haryana 1 0.17
Kerala 1 0.42
Assam 1 0.20
Meghalaya 1 0.20
120 111.03
TOTAL
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Company Profile
History
In the year 1998 Dr.J .Rameshwar Rao, one of the promoters has
acquired the share holding intrest of other promoters.consequent
to the change in the management, the name of the company was
changed to “ My home Cement industeirs limited’ and since then
there was substantial growth in the operations of the
company.The company is an ISO 9001 : 2000 certified company.
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200.Thus, the total capacity of 3 units works out to 32.00 lakh
MTs per annum
Types of Cement
43 grade
53 grade
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My Home Cement Industry Ltd In India use Thermoteknix
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transmitted on-line from the kiln some 200km away from the plant in
Nalgonda District.
Hyderabad Office. Real time kiln shell scan data is now being relayed live
from the plant to My Home Cement HQ, meaning that at HQ, information
can be viewed, monitored and assessed at any time.
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CHAPTER - 4
REVIEW OF LITERATURE
2.1 Introduction
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: -
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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, communication skills and track record. They have
given on instrument to measure these factors on a 6-point scale.
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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
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.
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
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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.
Developing Profile
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.
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Sustain motivation and commitment;
Continuously improve performance;
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 Appraisal
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.
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.
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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
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
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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.
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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.
38
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 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.
39
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.
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.
40
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.
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.
BEING CONSTRUCTIVE
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
Praise achievements
Summarize
43
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;
Studying for professional or work-related qualifications, such as first aid,
health and safety, or business management.
44
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.
45
ASSIGNING A NEW PROJECT
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 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.
46
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.
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.
47
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.
EVALUATING DEVELOPMENT
Ask appraisee how they have applied new skills to their work
48
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.
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.
49
CHAPTER-V
DATA ANALYSIS AND INTERPRETATION
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
50
CHART NO.5.1.1
DISTRIBUTION OF RESPONDENTS BY THEIR AGE
35 31.7%
30 26.7%
25 23.3%
PERCENTAGE
18.3%
20
15
10
0
18 – 25 Years 26 – 30 Years 31 – 35 Years Above 35 Years
AGE
1 MALE 98 81.7
2 FEMALE 22 18.3
TOTAL 120 100
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.
51
CHART NO. 5.1.2
DISTRIBUTION OF RESPONDENTS BY THEIR GENDER
Percentage
FEMALE, 18.3%
MALE
FEMALE
MALE, 81.7%
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
INTERPRETATION:
52
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%)
35
30%
30
25%
25 23.3%
PERCENTAGE
20
15
11.7%
10%
10
0
SSLC ITI Diploma UG PG
EDUCATIONAL QUALIFICATION
54
50%
50
PERCENTAGE 45
40
25% 25%
35
30
25
20
15
10
5
0
Workers Staff Executive
DESIGNATION
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
Personnel and
7 12 10.0
Administration
TOTAL 120 100
55
respondents are from finance department (12.5%) personnel and administrative
department (10.0%) .
56
CHART NO: 5.1.5
DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT
50 46.7%
45
40
35
PERCENTAGE
30
25
20
12.5%
15 9.2% 10%
8.3%
10 6.7% 6.7%
5
0
e
ce
g
l
l
es
n
ca
ro
iag
tin
tio
in
an
ni
nt
ke
M
ra
rr
ch
Fin
Co
Ca
ist
ar
Te
M
ty
in
to
ali
m
Au
Ad
Qu
nd
la
ne
on
DEPARTMENTS
rs
Pe
1 1 Year 21 17.5
57
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
60
54.2%
50
40
PERCENTAGE
28.3%
30
17.5%
20
10
0
1 Year 1-3 Years Above 3
years
EXPERIENCE
58
TABLE No: 5.1.7
DISTRIBUTION OF RESPONDENTS BY THEIR MONTHLY INCOME
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
59
CHART NO: 5.1.7
DISTRIBUTION OF RESPONDENTS BY THEIR MONTHLY INCOME
60
45.8%
50
45
40
35 29.2%
PERCENTAGE
25%
30
25
Percentage -
20
15
10
0
Rs 3,000-5,000 Rs 5,000-10,000 Above Rs 10,000
MONTHLY INCOME
61
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 Canteen Accommodation Canteen
facilities facilities facilities facilities
1 Yes 40 89 33.3 74
2 No 80 31 66.7 26
TOTAL 120 120 100 100
62
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.
66.4% 74%
80
70
PERCENTAGE
60
50 33.3%
40 26%
30 percentage
20
10
0
yes No yes No
ACCOMMODATION &
MEDICAL FACILITIES CANTEEN FACILITY
63
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 Bonus Training Bonus
program salary program salary
increment 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
CHART NO: 5.1.9
TRAINING PROGRAM AND BONUS SALARY INCREMENT
100%
100
80%
90
80
PERCENTAGE
70
60
50 percentage
40
20%
30
20 0%
10
0
yes No yes No
64
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 Forth Missed Forth
targets coming targets coming
targets 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
CHART NO: 5.1.10
ACCEPTANCE OF THE RESPONDENTS FOR THE MISSED TARGETS AND
FORTH COMING TARGETS
70 63% 67%
60
50
PERCENTAGE
40 37%
33%
30
percentage
20
10
0
MISSEDYes
TARGETS No FORTHCOMING TARGETS
Yes
No
65
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 personnel promotional personnel
opportunities development opportunities development
plans plans
1 Yes 120 82 100 68.3
2 No - 38 - 31.7
TOTAL 120 120 100 100
68.3%
60
50
40
Percentage
30 31.7%
20
10
0%
0
Yes
No
Yes
promotional opportunities No
Personnel development plans
66
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
60 54%
50
40
PERCENTAGE
30 22%
24%
Percentage
20
10
0
Once in 3 Months
Once in 6 months
Once in a Year
APPRAISAL PROGRAMME
67
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 Aware about the Aware about Aware about the
the job job responsibility the job job responsibility
responsibility 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
Chart No: 5.1.13
AWARENESS ABOUT THE JOB RESPONSIBILITY
100%
100 85%
90
PERCENTAGE
80
70
60
50 Percentage
40
30 15%
20 0%
10
0
yes No yes No
Aware about the job Employee motivation did
responsibility by the company
68
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
66%
70
60
50
22%
40
PERCENTAGE
12%
30
20
10
0 percentage
t t t
en en en
em em em
ag ag ag
an an an
m m m
vel vel v el
le le l e
p e r
To dl we
id lo
m
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
60
50
PERCENTAGE
40
percentage
30
20 17.5%
10%
10
0% 0%
0
Highly Satisfied satisfied Neutral Dissatisfied Highly dissatisfied
SATISFACTION LEVEL
70
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
2 Rs 3,000-5,000 55
3 Rs 5,000-10,000 35
4 Above Rs 10,000 30
TOTAL 120
71
CORRELATION ANALYSIS
TABLE NO: 5.2.3
CALCULATION:
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.
72
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
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
73
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.
74
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
75
CORRELATION ANALYSIS
TABLE NO: 5.2.9
Experience(X) Appraisal X² Y² XY
Program(X)
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.
76
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 Neither Disagree Strongly
agree Agree Nor Disagree
Disagree
1 Appraisal system 17 88 15 0 0
meets the
expectations
2 Performance 47 64 9 0 0
appraisal technique
is effective
3 Performance 6 79 35 0 0
appraisal increases
the productivity
4 Performance 12 69 39 0 0
appraisal increases
the work efficiency
5 Performance 9 53 31 19 8
appraisal decreases
the absenteeism
6 Performance 24 61 27 6 2
appraisal is linked to
career growth
TABLE NO: 5.3.1
77
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 X1 X1W X X2W X X3W X X4W X X5W X X6W
(W) 1 2 2 3 3 4 4 5 5 6 6
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
WEIGHTAG V VI II III I IV
E
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.
78
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 Neither Hard Very
smooth Smooth Nor hard
hard
1 Superior 11 91 8 0 0
2 Subordinate 103 17 0 0 0
3 Peer 67 53 0 0 0
Groups
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
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
WEIGHTAGE I III II
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.
THE TABLE SHOWS THE RESPONDENTS OPINION FOR THE FOLLOWING
FACTORS.
79
ANALYSIS – III
TABLE NO: 5.3.5
S.no Factors Always Percentag Sometime Percentag Never Percentag
e s e e
1 Efficiency and 22 18 89 74 9 8
performance are
recognized by
company
2 Job Security is 113 94 7 6 0 0
ensured for the
employees
3 Employees are given 93 77.5 27 22.5 0 0
necessary training
80
Here, the weight was given to the ratings as (Always-1, Sometimes-2, Never-3)
TABLE NO: 5.3.6
WEIGHTAGE I III II
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.
81
THE TABLE SHOWS THE RESPONDENTS OPINION FOR THE FOLLOWING
FACTORS.
ANALYSIS – IV
TABLE NO: 5.3.7
S.no Factors Highly Satisfacti Neither Dissatisfactio Highly
Satisfacti on Satisfaction n Dissatisfactio
on nor n
dissatisfaction
1 Working 17 92 11 0 0
conditions in the
organization
2 Growth 8 86 26 0 0
opportunities
3 Top 23 55 42 0 0
management
approach
4 Compensation 11 27 82 0 0
package
5 Welfare benefits 28 92 0 0 0
6 Communication 21 71 28 0 0
system
7 Working culture 39 58 23 0 0
82
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) X1W X2W2 X3W X4W4 X5W5 X6W6 X7W7
1 3
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
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
83
CHAPTER-VI
FINDINGS, SUGGESTIONS AND CONCLUSION
84
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.
SUGGESSTIONS
85
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.
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.
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.
86
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.
87
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
88
QUESTIONNAIRE
(PLEASE SHADE THE OPTION IF NECESSERY)
5. Educational Background :
Post Graduate under Graduate
Diploma/ITI HSC/SSLC
6. Nature Of Job
Technical Non Technical
7. Years of experience
1 year 1-3 year
above 3 year
8. Monthly Income :
Less Than 3,000 3,000 – 5,000
5,001- 10,000 Above 10,000
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
90
22. How Do You Agree The Following statements given below ?
S.no Factors Strongl Agree Neither Nor Disagree Strongly
y agree agree disagre Disagree
e
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
91
26. Who will evaluate the appraisal techniques in dairy?
Top Level Management
Middle Level Management
Lower Level Management
92
management
approach
4 Compensation
package
5 Welfare benefits
6 Communication
system
7 Working culture
93
APPENDIX
The table shows the respondents acceptance for the given statements
W1 = 238
94
------------ = 1.98
120
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
95
The table shows the relationship status with the superior, peer groups and
subordinates given by the respondents
S.No Relationship Very Smooth Neither Hard Very
smooth Smooth Nor hard
hard
1 Superior 11 91 8 0 0
2 Subordinate 103 17 0 0 0
3 Peer 67 53 0 0 0
Groups
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
96
The table shows the respondents opinion for the following factors
S.n Factors Alway Percenta Sometim Percenta Neve Percenta
o s ge es ge r ge
1 Efficiency and 22 18 89 74 9 8
performance are
recognized by
company
2 Job Security is 113 94 7 6 0 0
ensured for the
employees
3 Employees are 93 77.5 27 22.5 0 0
given necessary
training
Formula:
Wi = ∑Xi Wi
------------
Total no. of respondents (n)
W1 = ∑X1 W1
------------
n
W1 = 227
------------ = 1.89
120
W2 = ∑X2 W2
------------
n
W2 = 127
------------ = 1.05
120
97
W3 = ∑X3 W3
------------
n
W3 = 146
------------ = 1.21
120
The table shows the respondents opinion for the following factors
6 Communication 21 71 28 0 0
system
7 Working culture 39 58 23 0 0
Formula:
Wi = ∑Xi Wi
------------
Total no. of respondents (n)
98
W1 = ∑X1 W1
------------
n
W1 = 234
------------ = 1.95
120
W2 = ∑X2 W2
------------
n
W2 = 258
------------ = 2.15
120
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
99
W6 = 247
------------ = 2.05
120
W7 = ∑X7 W7
------------
n
W7 = 224
------------ = 1.86
120
100