Company Project
Company Project
SYSTEMS
IN LEONA WORLDWIDE LOGISTICS
ABSTRACT:
The study aims to evaluate the effectiveness of performance appraisal systems in
Leona worldwide logistics. The importance of performance appraisal in Leona worldwide
logistics and the criteria for evaluating its effectiveness were reviewed in the literature. A
research design was developed to collect data from Leona worldwide logistics owners and
employees, which was then analysed to determine the findings. The results showed that while
performance appraisal systems were found to be effective in certain areas, there were also
limitations and areas for improvement. The study provides implications and recommendations
for small business owners and contributes to the field by highlighting the importance of
effectively implementing performance appraisal systems in small businesses.
INTRODUCTION:
Performance appraisal systems are widely used in organisations to assess
employee performance, provide feedback, and support career development. Despite the
widespread use of these systems, their effectiveness remains a subject of ongoing debate. In
the context of small businesses, the effectiveness of performance appraisal systems is
especially important, as small businesses often have limited resources and may not have the
same level of experience or expertise in human resources management as larger organisations.
This article aims to examine the effectiveness of performance appraisal systems in small
businesses and explore the factors that contribute to their success or failure.
COMPANY PROFILE:
• We are one of the leading Customs House Agents in Chennai having our Own
License with complete Logistic solutions.
• We are the genuine concern with 15years of Experience in Handling both
Clearance and Forwarding field
• We provide the best satisfied services in this field too u Customers.
EXPERIENCE IN HANDLING:
OUR OBJECTIVES:
The Mission of the Company is to attain holistic perfection and to absorb all
evolutionary innovations and technological up-gradations in the service industry which helps
to keep a leading pace and winning laurels & credentials.
OUR PHILOSOPHY:
Our philosophy is to grow and provide a best and comprehensive service with
divinity, cost benefit, time saving, flexible and dynamitic service to the customers.
OUR OFFER:
➢ FLEXIBLE
• We are ready to run extra miles for the customers.
FACILITIES:
➢ CUSTOMS CLEARANCE:
• We Provided Online Documentation for customs Filing to provide Faster Service
for both Export and import.
➢ TRANSPORTATION:
• We have our own transport to cater the needs of Importing & Exporting
Community.
• We also have a tie up with Truck owners and other Transporters for Speedy
Delivery.
➢ WARE HOUSE:
• We have Go-Down Facility for both Import for warehousing & Export of Goods
prior bringing to Customs Area if it requires.
REVIEW OF LITERATURE:
• Devries, Morrison, Shullman and Gerlach (1981) define performance appraisal
as a process by which an organization measures and evaluates an individual
employee’s behavior and accomplishments for a finite period.
• Eichel and Bender (1984) Over the past quarter century, the purpose of
performance appraisal has shifted from tools supporting the activities of
management to an increasing trend towards personnel development.
• Scheneier, Richard & Lloyd (1986) is concerned with three possible measures
namely assessing results, behaviors, and personal characteristics. Each dictates a
specific type of appraisal format based on competency or job-related behavior.
These forms of appraisals are made by single or multi rater (two or more of
supervisor/ peer/self/subordinate/outsider).
• Prince and Lawler (1986) found that the constructs "work planning and goal
setting" and "discuss performance attributes" exerted a positive influence on
employees' satisfaction with and perceived utility of the performance appraisal. In
contrast, the construct "career development" showed little influence on performance
appraisal satisfaction.
• Vroom (1990) states that formal performance appraisal plans can be designed to
meet the following key needs: (a) the organization; (b) the supervisor; and © the
employee. He stresses the need for effective evaluation as it can effectively serve
these critical areas.
• Wanna et al (1992) define the objective of staff appraisals as “to improve planning
and service delivery at the general level, but also to provide feedback to individual
officers”.
• Cherry (1993) however sees the appraisal process as fundamental to the success of
organizational change initiatives citing the work of the “powerful formative effects
(of performance management) on the organisational power structure, on the
workforce skill profiles and on corporate culture”.
• Blanchard et al. (1994) discusses the fact that leadership style is the pattern of
behaviors you use with others as perceived by them. The critical part being that it
is how others perceive your behaviors that determine your leadership style and that
this perception will be based on how you communicate.
• Moulder (2001) states that performance appraisals are valued for defining
expectations and measuring the extent to which expectations are met. She goes on
to state that appraisals can make clear to employees where they are having success
and where they need to improve performance. Moulder indicates that appraisals are
useful in setting goals and in fostering improved communications among work
groups and between employees and supervisors.
• ICMA (2005) states that almost all employees are eager to know how well they are
doing in their jobs, but many dread the meetings in which their performance is to
be discussed.
• Lillian, Mathooko & Sitati (2011) The information gathered and performance
appraisal provide basis for recruitment and selection, training and development of
existing staff, and motivating and maintaining a quality human resource through
correct and proper rewarding of their performance.
• Sharma (2012) these methods are less structured then the traditional method which
is less focuses on the rankings and ratings and more emphasis on arranging meetings
between employees and supervisor.
• Ho, Yau, and Wong (2018) on the 360-degree feedback-based PAS, showed that
it can enhance employee performance, increase job satisfaction, and reduce
turnover rates. The study recommended that the PAS must have an adequate
evaluation system, provide a clear evaluation process, and provide effective
feedback.
• Chen and Huang (2019) on the relationship between PAS and employee
performance, found that PAS can improve employee performance, increase job
satisfaction, and enhance the organization's competitiveness. The study
recommended that the PAS must incorporate an effective evaluation system, have
a clear performance evaluation process, and provide relevant feedback.
• Alshammari and Ali (2020) on the PAS in the logistics industry, found that PAS
can identify employee training needs, help in developing training programs, and
improve employee retention rates. The study recommended that the PAS must
incorporate an effective evaluation system, provide relevant feedback, and have a
fair and transparent evaluation process.
• Raza and Ali (2021) conducted on PAS in the logistics industry, found that PAS is
an effective tool for performance evaluation, development, and feedback in the
logistics industry. The study recommended that the PAS must align with the
organizational strategy, incorporate the employee's goals, and have a fair and
transparent evaluation process.