EXECUTIVE SUMMARY

In the so highly competitive and rapidly changing environment to survive the

companies need well trained and skilled worker. India is a very rich country in
the term of resources, weather natural or technical and scientific .But it is very
sad to state that India, till now, has not perfectly learnt how to develop its man
power and tap its human resources for the betterment of its citizenry and business
goal.
For summer training I got an opportunity to do my summer training in Traco
Cables Thiruvalla because it is one of the biggest, well established and
renowned in its field and serious about training its worker and intent to make it
understood that they really care for them.
The topic chosen Performance appraisal was aimed for the betterment of the
organization in terms of uality as well as uantity. The scope of the study under
mentioned points depicts the same.
!. To increase the productivity by increasing the level of performance.
". The program would help the organization in meeting it future personal need.
#. The program will help the employee in their personal group by improving
their knowledge as well as skill.
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CHAPTER 1
INTRODUCTION
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INTRODUCTION
HUMAN RESOURCE DEVEOPMENT
I$T%&'()TI&$
*If you want !+ days of happiness, grow of happiness, grow a tree. If you want
!++ years of happiness, grow people.*
,uman resources are the most valuable and uniue assets of an organization. The
successful management of an organization-s human resources is an e.citing,
dynamic and challenging task, especially at a time when the world has become a
global village and economies are in a state of flu.. The scarcity of talented
resources and the growing e.pectations of the modern day worker have further
increased the comple.ity of the human resource function. /ven though specific
human resource functions0activities are the responsibility of the human resource
department, the actual management of human resources is the responsibility of all
the managers in an organization.
It is therefore necessary for all managers to understand and give due importance
to the different human resource policies and activities in the organization. ,uman
%esource 1anagement outlines the importance of ,%1 and its different
functions in an organization. It e.amines the various ,% processes that are
concerned with attracting, managing, motivating and developing employees for
the benefit of the organization.
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,uman resource management 2,%13 is therefore strategic and coherent
approach to the management of an organization-s most valued assets 4 the people
working there who individually and collectively contribute to the achievement of
the ob5ectives of the business. The terms *human resource management* and
*human resources* 2,%3 have largely replaced the term *personnel management*
as a description of the processes involved in managing people in organizations. In
simple words, ,%1 means employing people, developing their capacities,
utilizing, maintaining and compensating their services in tune with the 5ob and
organizational reuirement.
Performance 6ppraisal7
6 performance appraisal, employee appraisal, performance review, or2career3
development discussion is a method by which the 5ob performance of an
employee is evaluated 2generally in terms of uality, uantity, cost, and time3
typically by the corresponding manager or supervisor. 6 performance appraisal is
a part of guiding and managing career development. It is the process of obtaining,
analyzing, and recording information about the relative worth of an employee to
the organization. Performance appraisal is an analysis of an employee-s recent
successes and failures, personal strengths and weaknesses, and suitability for
promotion or further training. It is also the 5udgement of an employee-s
performance in a 5ob based on considerations other than productivity alone.
Performance appraisal is usually considered to be the process and time when
manager and employee sit down to review the employee-s performance over the
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last year, or month, or even shorter time spans. 1ost of the time people think of it
as a once a year event, which is a recipe for disaster.
'uring performance appraisal meetings, a number of methods can be used to
document, or record, or summarize performance discussions,
ranging from narratives, rating scales, critical incident summaries, etc. (sually
there is an e.pectation that some sort of paperwork will result.
,owever, performance appraisal is probably the 9/6:T
important component of performance management.
To uote %obert Bacal7
If all you do is appraisal ; if you don-t do planning and have ongoing
communication, collect data, and diagnose problems, you are wasting your time.
2Performance 1anagement 4 6 Briefcase Book, p. #8, %obert Bacal3
In fact it-s even worse than that. If all you do is performance appraisal, you will
almost be guaranteed that morale will suffer, performance problems will increase,
and the manager-s 5ob will become much harder.
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CHAPTER !
REVIE" O# ITERATURE
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Mea$i$% & De'i$i(io$s o' Per'or)a$ce A**raisal +
6t one time appraisal was called a merit rating and was tied fairly close to salary
increases. 1ore recently it was termed staff evaluation, but because the term
evaluation implies that personal values are being placed on the performance
review that tenn is used infreuently. 1ost health care organizations use the term
performance appraisal because it implies an appraisal of >how well employees
perform the duties of their 5ob as delineated by the 5ob description.?
It consists of setting standards and ob5ectives7 reviewing progress7 having
ongoing feedback between appraiser and the employee7 planning for
reinforcement, deletion or correction of identified behaviors as necessary.
If we define the performance appraisal in general term as follow@
>Performance appraisal is an analysis of an employee-s recent successes and
failures, personal strengths and weaknesses, and suitability for promotion or
further training. It is also the 5udgment of an employee-s performance in a 5ob
based on considerations other than productivity alone.?
>Performance appraisal is a method of acuiring and processing the information
needed to improve an individual employeeAs performance and accomplishments.?
4'&(B96::
C
> It is the process of evaluating the performance of employees, sharing that
information with them and searching for ways to improve their performance.?
4$/D:T&%1
>Performance 6ppraisal is the systematic, periodic and an impartial rating of an
employeeAs e.cellence in matters pertaining to his present 5ob and his potential
for a better 5ob.?
4/dward Flippo
Dhy 'o De $eed Performance 6ppraisalsE
Performance 6ppraisal is an ob5ective system to 5udge the ability of an individual
employee to perform his tasks. 6 good performance appraisal system should
focus on the individual and his development, besides helping him to achieve the
desired performance. This means that while the results are important the
organization should also e.amine and prepare its human capital to achieve this
result. This holds true even for new inductees.
There is a strong linkage between induction, training and appraisal.
In a large number of firms worldwide, a new recruit is e.pected to discuss his
schedule of work in achieving his induction ob5ective. This schedule of work
becomes a part of his 5ob for the ne.t few months.
)haracteristics of Performance 6ppraisal 7
!. Performance appraisal is a link between organizationAs strategy and results7
F
". Performance appraisal is directed toward a purpose7
#. 6ppraisal can be beneficial for the organization, the employee and the
manager7
8. 6ppraisal can serve administrative or developmental purposes7
<. 'esigning a scheme for each purpose is always advisable7
=. Providing an employee with feedback can enhance his performance7
C. 6ppraising all category of employees is a common practice among
organizations7
F. 1anagers, employees or a combination of raters can conduct appraisal.
G. /mployees can also carryout self assessment.
!+. 6ppraisal has four complementary stages, starting with planning and
ending with review of performance7
!!. 'ifferent methods can be used for appraisal. /ach methods has its
advantages and disadvantages and serve different purposes7
!". 6ppraisal results can be communicated through different style. (sing a
certain style is heavily dependent on the situation.
.
&b5ectives of Performance 6ppraisal@
6lmost all organizations practice performance appraisal in one form or another to
achieve certain ob5ectives. These ob5ectives may vary from organization to
organization or even within the same organization from time to time. It has been
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found that there are two primary ob5ectives behind the use of this methodology.
&ne is to use it as an evaluation system and second, to use it as a feedback
system.
Performance appraisal is a method of evaluating the 5ob performance of an
employee. It is an ongoing process of obtaining, researching, analyzing and
recording information about the worth of an employee.
!. &b5ectives @
The main ob5ective of performance appraisals is to measure and improve the
performance of employees and increase their future potential and value to the
company. &ther ob5ectives include providing feedback, improving
communication, understanding training needs, clarifying roles and
responsibilities and determining how to allocate rewards.
". Provide Feedback
The feedback received by the employee can be helpful in many ways. It gives
insight to how superiors value your performance, highlights the gap between
actual and desired performance and diagnoses strengths and weaknesses as wells
as shows areas for improvement.
The method of performance appraisals helps superiors strengthen relationships
and improve communication with employees.
8. Training $eeded
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These appraisals also identify the necessary training and development the
employee needs to close the gap between current performance and desired
performance.
<. )larify /.pectations
Performance appraisals should clarify roles, responsibilities and e.pectations of
all employees.
=. 6llocate %ewards
Performance appraisals reduce employee grievances by clearly documenting the
criteria used to make organizational decisions such as promotions, raises or
disciplinary actions.
Finally, talking about mutual goals, the emphasis is on growth and development,
harmony, effectiveness and profitability.
6ims of Performance 6ppraisal @
Benerally, the aims of a performance appraisal are to@
H Bive employees feedback on performance,
H Identify employee training needs,
H 'ocument criteria used to allocate organizational rewards,
H Form a basis for personnel decisions@ salary increases, promotions,
disciplinary actions, bonuses, etc.
H Provide the opportunity for organizational diagnosis and development,
H Facilitate communication between employee and administration,
!!
H Ialidate selection techniues and human resource policies to meet federal
/ual /mployment &pportunity reuirements,
H To improve performance through counseling, coaching and development.
A,va$(a%es o' Per'or)a$ce A**raisal +
6void )onfrontation7
Performance appraisals are not always positive, which can lead to confrontations
between employees and managers. 6n employee may take offense to his
appraisal or believe that company management is attempting to get rid of the
employee. This confrontation can also involve customers and other employees or
managers who think the employee does a good 5ob. Dhile the employee
performance appraisal process may take these situations into account, it may not
outweigh the negative situations, which ultimately lead to the confrontation.
'elay )orrections@
)ompanies may use the performance appraisal process to take corrective action
for an employee-s activities. The problem with this situation is that corrective
actions can face delays if the company only uses an annual or semi4annual
evaluation process. Dhile managers will typically correct employees on minor
issues or activities throughout the year, the appraisal process may discuss other
issues. ,owever, waiting to apply corrective measures can lead to the employee
thinking he completes tasks in a normal manner and possibly not understand the
corrective process.
'isciplinary 6ctivities @
!"
/mployees may interpret the performance appraisal process as a disciplinary
process. Dhile this may be true in some cases, employees may not take criticism
very well. (sing an entire process to criticize or critiue an employee-s activities
can be a difficult process. &wners and managers can avoid this situation by using
a process that is timelier than the performance appraisal process. /mployees may
also find it difficult to face potential disciplinary actions for an issue that is
several months old.
Professional 'evelopment@
6 benefit to an annual performance appraisal system is that it helps the employee
and manager work together to craft a professional development plan for the
employee. Benerally, an applicant seeking a career will 5oin a company hoping to
learn new skills and gain credibility in a field. 6n annual performance appraisal
will identify specific ob5ectives for the upcoming year. These are designed to
enable the employee to gain valuable knowledge and abilities. 1easuring skills
from one year to the ne.t can track progression, aid in professional development
and enhance the employeeAs career potential. 6ccording to the 6ll Business
websites, *The goal of an appraisal is to foster staff development, increase
communication between managers and employees, and provide valuable
feedback to employees about their performance and recommend strategies for
continued professional growth.*
6lignment7
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6nother advantage of the appraisal is that it allows corporate goals to be aligned
with individual goals. 1anagers can review corporate goals and incorporate them
into the employee-s appraisal for setting new goals. The manager can also do an
easy comparison and see if the company as a whole is meeting its goals and see
where individual employees are meeting their goals to ensure each individual
employee is successfully contributing to the company ob5ectives.
)hanges@
6ppraisals are very advantageous when changes need to be made. If company
decides changes need to be made after reviewing appraisals and receiving
feedback, they can send out communication to all employees at once. This helps
to keep everyone on the same page in the company and working towards the
same goals.
'elay )orrections@
)ompanies may use the performance appraisal process to take corrective action
for an employee-s activities. The problem with this situation is that corrective
actions can face delays if the company only uses an annual or semi4annual
evaluation process. Dhile managers will typically correct employees on minor
issues or activities throughout the year, the appraisal process may discuss other
issues. ,owever, waiting to apply corrective measures can lead to the employee
thinking he completes tasks in a normal manner and possibly not understand the
corrective process.
Disa,va$(a%es o' Per'or)a$ce A**raisal +
!8
O$e Si,e, I$*u(+
Picture of what the value of the employee is to the organization,
performance appraisals involve a supervisor and supervisee, both of which have
limited perspectives. 6s with any situation, limited perspectives lead to a limited
amount of information by which to 5udge performance.
If a manager is busy supervising several people, as well as tasks and
other pro5ects, then there will be limited time to take in the full scope and
practice of the performance of the supervisee. 6s an alternative, many industries
today are utilizing #=+4degree feedback, which takes into account the
relationships that an employee has with peers, customers, clients, supervisors and
those whom the supervisee is responsible for overseeing.
#or)s O$l- .ive /ua$(i(a(ive or /uali(a(ive Da(a +
1any times, feedback forms that are utilized in performance
appraisals only use uantitative or ualitative measures, but not both.
Juantitative appraisals mainly measure numbers, such as how many pro5ects,
how many were on time. Dhile this is important, there are other things to take
into consideration.
Jualitative benchmarks involve the completion of personal or
professional goals and the stories of how the supervisee utilized opportunities to
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lead by e.ample and proactively implement the values and mission of the
organization. 9istening to the stories of what has happened over the past year and
looking at numbers and outcomes will result in a clearer
Performance appraisals are usually done once a year and are
connected to an increase in salary. This is a disadvantage in that supervisees
generally live in fear and e.perience an.iety when their review time comes
up. ,aving more consistent interaction when it comes to feedback between
management and supervisees can help reduce the fear, an.iety and wondering
about a raise.
Furthermore, the employee naturally will want to bargain for
more money focusing on their strengths and the management will want to
emphasize the constructive areas of performance evaluation in order to keep
from giving raises, since money is a limited resource in any organization.
This adds to the stress of the review.
Favoritism and bias errors
Favoritism and bias errors may be another disadvantage of
the annual employee appraisal process. If supervisors and managers have favorite
employees, there may be a bias 2leaning favorably in one direction3 error on the
evaluation. For e.ample, an employee who works harder to establish
relationships with bosses may have an opportunity to interact and communicate
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with them more freuently. Therefore, at appraisal time, that employee may
receive a higher rating due to the social rather than performance relationship.
9ack of Trust in the :ystem @
&ne disadvantage to annual performance appraisals is a lack of trust in the
system. :ome employees may feel that there is not a mutual understanding of
what is e.pected of them and what management actually evaluates. They may
also lack trust in the ranking 2measurement used for performance ob5ectives3. For
e.ample, an employee who has an ob5ective to decrease the number of defect
errors may not understand a particular formula 2numbers and methods3
management uses to determine the errors.
!C
METHODS O# PER#ORMANCE APPRAISA
The performance appraisal methods may be classified into three categories, as
shown in the figure below
Performance appraisal methods
Individual /valuation 1ultiple Person &ther 1ethod
1ethod /valuation 1ethod
)onfidential %eport %anking Field %eview
Techniue
4/ssay /valuation Paired )omparison
4)hecklists #=+ 'egree
4Braphic %ating scale
4Behaviorally 6nchored
%ating :cale
4Forced choice method
4 1.B.&. 21anagenent by ob5ectives3
2FIB(%/ P/%F&%16$)/ 6PP%6I:69 1/T,&':3
:o let us discuss the first individual method in detail. This method is sub divided
into F different sub methods.
!F
!. I$,ivi,ual evalua(io$ )e(ho,s
(nder the individual evaluation methods of merit rating,
employees are evaluated one at a time without comparing them with other
employees in the organization.
2a3Confidential reports: It is mostly used in government organizations. It is a
descriptive reports prepared, generally at the end of the every year, by the
employeeAs immediate superiors. The report highlights the strengths and
weaknessesA of the subordinates. The report is not data based. The
impressions of the superiors about the subordinates are merely recorded there.
It doesnAt offer any feedback to the appraisee. The appraise is not very sure
about why his ratings have fallen despite his best efforts, why others are rated
high when compared to him, how to rectify his mistakes, if any7 on what basis
he is going to be evaluated ne.t year etc. :ince the report is not generally
made to public and hence no feedback is available, the sub5ective analysis of
the superior is likely to be hotly contested. In recent years, due to pressure
from the courts and trade unions, the details of negative confidential reports
are given to the appraise.
2b3 Essay evaluation: (nder this method, the rater is asked to e.press the
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strong as well as weak points of the employeeAs behavior. This techniue is
normally used with a combination of the graphic rating scale because the rater
can elaborately present the scale by substantiating an e.planation for his rating.
Dhile preparing the essay on the employee, the rater considers the following
factors@
2i3 Kob knowledge and potential of the employee7 2ii3 /mployeeAs understanding
of the companyAs programmes, policies, ob5ectives, etc.7 2iii3 The employeeAs
relations with co4workers and superiors7 2iv3 The employeeAs general planning,
organizing and controlling ability7 2v3 The attitudes and perceptions of the
employee, in general.
/ssay evaluation is a non4uantitative techniue. This method is
advantageous in at least one sense, i.e., the essay provides a good deal of
information about the employee and also reveals more about the evaluator. The
essay evaluation method however, suffers from the following limitations@
L It is highly sub5ective7 the supervisor may write a biased essay. The
employees who are sycophants will be evaluated more favorably then
other employees.
H :ome evaluators may be poor in writing essays on employee
performance. &thers may be superficial in e.planation and use flowery
language which may not reflect the actual performance of the employee. It
is very difficult to find effective writers nowadays.
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2c3 Critical incident technique: (nder this method, the manager prepares lists
of statements of very effective and ineffective behavior of an employee. These
critical incidents or events represent the outstanding or poor behavior of
employees on the 5ob. The manager maintains logs on each employee, whereby
he periodically records critical incidents of the workers behavior. 6t the end of
the rating period, these recorded critical incidents are used in the evaluation of
the workersA performance.
This method provides an ob5ective basis for conducting a
thorough discussion of an employeeAs performance. This method avoids recency
bias 2most recent incidents get too much emphasis3. This method suffers
however from the following limitations@
L $egative incidents may be more noticeable than positive incidents.
4 The supervisors have a tendency to unload a series of complaints about
incidents during an annual performance review session.
L It results in very close supervision which may not be liked by the
employee.
1ost freuently, the critical incidents techniue of evaluation is
applied to evaluate the performance of superiors rather than of peers of
subordinates.
2d3 Checklists and weighted checklists: 6nother simple type of individual
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evaluation method is the checklist. 6 checklist represents, in its simplest form, a
set of ob5ectives or descriptive statements about the employee and his behavior.
If the rater believes strongly that the employee possesses a particular listed trait,
he checks the item7 otherwise, he leaves the item blank. 6 more recent variation
of the checklist method is the weighted list. (nder this, the value of each
uestion may be weighted eually or certain uestions may be weighted more
heavily than others.
The following are some of the sample uestions in the checklist.
! Is the employee really interested in the task assignedE Mes0$o
" Is he respected by his colleagues 2co4workers3E Mes0$o
# 'oes he give respect to his superiorsE Mes0$o
8 'oes he follow instructions properlyE Mes0$o
< 'oes he make mistakes freuentlyE Mes0$o
6 rating score from the checklist helps the manager in
evaluation of the performance of the employee.
The checklist method has a serious limitation.
The rater may be biased in distinguishing the positive and negative uestions.
6nother limitation could be that this method is e.pensive and time
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consuming.
In spite of these limitations, the checklist method is most freuently
used in the employeeAs performance evaluation.
2e3 Graphic rating scale: Perhaps the most commonly used method of
performance evaluation is the graphic rating scale. &f course, it is also one of the
oldest methods of evaluation in use. (nder this method, a printed form, as shown
below, is used to evaluate the performance of an employee. 6 variety of traits
may be used in these types of rating devices, the most common being the
uantity and uality of work. The rating scales can also be adapted by including
traits that the company considers important for effectiveness on the 5ob.
The rating scale is the most common method of evaluation of
an employeeAs performance today. &ne positive point in favor of the rating scale
is that it is easy to understand, easy to use and permits a statistical tabulation of
scores of employees. Dhen ratings are ob5ective in nature they can be effectively
used as evaluators.
The graphic rating scale may however suffer from a long
standing disadvantage, i.e., it may be arbitrary and the rating may be sub5ective.
6nother pitfall is that each characteristic is eually important in evaluation of the
employeeAs performance and so on.
"#
Behaviorally anchored rating scales: 6lso known as the behavioral e.pectations
scale, this method represents the latest innovation in performance appraisal. It is a
combination of the rating scale and critical incident techniues of employee
performance evaluation. The critical incidents serve as anchor statements on a
scale and the rating form usually contains si. to eight specifically defined
performance dimensions. The following chart represents an e.ample of a sales
traineeAs competence and a behaviorally anchored rating scale.
Table@ 6n e.ample of Behaviorally 6nchored %ating :cale
Performance Points Behaviour
/.tremely
Bood
C )an e.pect trainee to make valuable
suggestions for increased sales and to have
positive relationship with customer all over
the country
Bood = )an e.pect to initiate creative ideas for
improved sales
6bove average < )an e.pect to keep in touch with the
customers throughout the year
6verage 8 )an manage with difficulty to deliver the
goods in time
Below 6verage # )an e.pect to unload the trucks when asked
by supervisors
Poor " )an e.pect to inform only a part of the
customers
/.tremely Poor ! )an e.pect to take e.tended coffee breaks
and roam around purposelessly
"8
Forced choice method: This method was developed to eliminate bias and the
preponderance of high ratings that might occur in some organizations. The
primary purpose of the forced choice method is to correct the tendency to give
consistently high or low ratings to all the employees. This method makes use of
several sets of pair phrases, two of which may be positive and two negative and
the rater is asked to indicate which of the four phrases is the most and least and
least descriptive of a particular worker. 6ctually, the statement items are
grounded in such ways that the rater cannot easily 5udge which statements apply
to the most effective employee.
They overall ob5ectivity is increased by using this method in evaluation of
employeeAs performance, because the rater does not know how high or low he is
evaluating the individual as he has no access to the scoring key.
This method, however, has a strong limitation.
In the preparation of sets of phrases trained technicians are needed and as such
the method becomes very e.pensive. Further, managers may feel frustrated rating
the employees Nin the darkA. Finally, the results of the forced choice method may
not be useful for training employees because the rater himself does not know how
he is evaluating the worker.
In spite of these limitations, the forced choice techniue is uite
popular.
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2h3 1anagement by &b5ectives 21B&3@ 1B& represents a modem method of
evaluating the performance of personnel. Thoughtful managers have become
increasingly aware that the traditional performance evaluation systems are
characterized by somewhat antagonistic 5udgments on the part of the rater. There
is a growing feeling nowadays that it is better to make the superior work with
subordinates in fi.ing goals. This would inevitably enable subordinates to
e.ercise self4control over their performance behaviors.
The concept of management by ob5ectives is actually the outcome of the
pioneering works of 'rucker, 1cBregor and &diorne in management science.
1anagement by ob5ectives can be described as,
>a process whereby the superior and subordinate managers of an organization
5ointly identify its common goals, define each individuals A ma5or areas of
responsibility in terms of results e.pected of him and use these measures as
guides for operating the unit and assessing the contributions of each of its
members?.
1B& thus represents more than an evaluation programme and process. Practicing
management scientists and pedagogues view it as a philosophy of managerial
practice7 it is a method by which managers and subordinates plan, organize,
control, communicate and debate.
Features
L 1B& emphasizes participatively set goals that are tangible, verifiable and
measurable.
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H 1B& focuses attention on what must be accomplished 2goals3 rather than
how it is to be accomplished 2methods3.
L 1B&, by concentrating on key result areas translates the abstract
philosophy of management into concrete phraseology. The techniue can be put
to general use 2non4specialist techniue3. Further it is >a dynamic system which
seeks to integrate the companyAs need to clarify and achieve its profit and growth
targets with the managerAs need to contribute and develop himselfA.
L 1B& is a systematic and rational techniue that allows management to
attain ma.imum results from available resources by focusing on achievable goals.
It allows the subordinate plenty of room to make creative decisions on his own.
"3 1ultiple Person /valuation 1ethod @
The above4discussed methods are used to evaluate employees one at a time. In
this section let us discuss some techniues of evaluating one employee in
comparison to another. Three such freuently used methods in organization are
ranking, paired comparison and forced distribution
2a3 %anking 1ethod
This is a relatively easy method of performance evaluation. (nder this method,
the ranking of an employee in a work group is done against that of another
employee. The relative position of each employee is tested in terms of his
numerical rank. It may also be done by ranking a person on his 5ob performance
against another member of the competitive group. The uintessence of this
method is that employees are ranked according to their levels of performance.
"C
Dhile using this method, the evaluator is asked to rate employees from highest to
lowest on some overall criterion. Though it is relatively easier to rank the best
and the worst employees, is very difficult to rank the average employees.
Benerally, evaluators pick the top and bottom employees first and then select the
ne.t highest and ne.t lowest and move towards the average 2middle3 employees.
The longstanding limitations of this method are@
The whole man is compared with another whole man in this method. In practice,
it is very difficult to compare individuals possessing varied behavioral traits.
This method speaks only of the position where an employee stands in his group.
It does not tell anything about how much better or how much worse an employee
is when compared to another employee. Dhen a large number of employees are
working, ranking of individuals becomes a tosticating issue.
There is no systematic procedure for ranking individuals in the organization. The
ranking system does not eliminate the possibility of snap 5udgments.
In order to overcome the above limitations a paired comparison techniue has
been advanced by organizational scholars.
2b3 Paired comparison method
%anking becomes more reliable and easier under the paired comparison method.
/ach worker is compared with all other employees in the group7 for every trait
the worker is compared with all other employees. For instance, when there are
five employees to be compared, then 6s performance is compared with that of Bs
and decision is arrived at as to whose is the better or worse. $e.t, B is also
"F
compared with all others. :ince 6 is already compared with B, this time B is to
be compared with only ), ' and /. By this method when there are five
employees, fifteen decisions are made 2comparisons3. The number of decisions to
be made can be determined with the help of the formulae n 2n4"3. %anking the
employees by the paired comparison method may be illustrated as shown in the
Table !+.C.
Though this method seems to be logical, it is not applicable when a group is
large. Dhen the group becomes too large, the number of comparisons to be made
may become frighteningly e.cessive.
)3 Forced 'istribution 1ethods@
The rater is asked to appraise the employee according to predetermined
distribution scale. Two criteria used for rating are@ 5ob performance and
promotability. 6 five point performance scale is also used without mentioning
any descriptive statements. The worker is placed between two e.tremes of
>good? and >bad? performance.
d3 #=+ 'egree 6ppraisal 1ethod@
In human resources or industrial0organizational psychology, #=+4degree
feedback, also known as multi4rater feedback, multisource feedback, or
multisource assessment, is feedback that comes from all around an employee.
*#=+* refers to the #=+ degrees in a circle, with an individual figuratively in the
center of the circle. Feedback is provided by subordinates, peers, and supervisors.
It also includes a self4assessment and, in some cases, feedback from e.ternal
"G
sources such as customers and suppliers or other interested stakeholders. It may
be contrasted with *upward feedback,* where managers are given feedback by
their direct reports, or a *traditional performance appraisal,* where the employees
are most often reviewed only by their managers.
The results from #=+4degree feedback are often used by the person receiving the
feedback to plan training and development. %esults are also used by some
organizations in making administrative decisions, such as pay or promotion.
Dhen this is the case, the #=+ assessment is for evaluation purposes, and is
sometimes called a *#=+4degree review.* ,owever, there is a great deal of
controversy as to whether #=+4degree feedback should be used e.clusively for
development purposes, or should be used for appraisal purposes as well
2Daldman et al., !GGF3. There is also controversy regarding whether #=+4degree
feedback improves employee performance, and it has even been suggested that it
may decrease shareholder value 2Pfau O Pay, "++"3.
#3 &ther 1ethods @
In other method we can consider method which is to be
discussed below.
2a3 Field %eview Techniue @
Dhere sub5ective performance measures are used, there is a scope for raterAs
biases influencing the evaluation process. To avoid this, some employees use the
field review method. In this method, the appraiser goes to the field and obtains
the information about work performance of the employee by way of uestioning
#+
that said to individual, his peer group, and his superiors. Based on this
information, the e.pert prepares a report which is sent to the supervisor for
review, changes, approval and discussion with the employee who being rated.
The ratings are done on the standardized forms.
:ince the e.pert is handling the appraisal process, in consultation with the
superior, the ratings are more reliable.
B6%%I/%: T& /FF/)TII/ 6PP%6I:69 :M:T/1 @
Performance appraisals enable employers and employees to engage in discussion
about needed improvements, acknowledge e.ceptional performance and set and
reflect on goals. /ffective performance appraisals result in increased productivity,
greater profits for the company, more efficient management and stronger
relationships. ,owever. If too many factors hinder the effectiveness of a
performance appraisal, negative effects such as increased hostility, high tension
in the workplace and decreased morale can result
9ack of Fairness
Ineuitable treatment of employees can be a barrier to effective performance
appraisals. :upervisors who focus only on the potential and accomplishments of
favored employees may overlook weaknesses they need to address, and personal
dislike of an employee may keep the supervisor from recognizing that employee-s
achievements and cause him to focus on weaknesses. /ffective performance
appraisals balance recognition of employees- strengths and accomplishments with
acknowledgment of weaknesses and areas for growth. %ace, political views and
#!
gender have no effect on performance in most 5obs and have no place in effective
performance appraisals. Performance appraisals should be fair and treat
employees eually.
9ack of %egular )ommunication
If the supervisor does not provide feedback on a regular basis, the employee will
be shocked by the evaluation and the review can be ineffectual. :upervisors
should communicate and give feedback throughout the year. 6fter the
performance appraisal, supervisors should follow up with employees to clarify
any misunderstandings and acknowledge improved performance. Dithout follow4
up, employees may forget or disregard the goals and action steps resulting from
their perfonnance appraisals.
Personality
/mployees- low self4esteem or overconfidence can hinder employers- efforts to
modify their behavior. /mployees with low self4esteem may consider themselves
inadeuate to change, and overconfident employees may refuse to admit errors.
/mployees who are defensive may deny the weaknesses identified by their
supervisors.
Personality differences between supervisors and employees can hinder the
effectiveness of performance appraisals. /ffective appraisals should evaluate
performance,4 not how well the supervise or gets along with the employee.
:upervisors who focus on the negative can crush the morale of their employees
and hinder the effectiveness of performance aunraisals.
#"
9ack of 'etails
6 performance appraisal that identifies an employee-s faults and negative
behavior without citing specifics and presenting a plan or goals for the employee
will not result in improvement. /ffective performance appraisals are specific
about the actions and results e.pected of the employee. Dithout details, the
employee is likely to leave the performance appraisal confused and without any
intention to improve.
Too 1uch /mphasis on )ertain /vents@
Too much focus on recent events ignores the complete behavior of the employee.
/ffective performance appraisals provide feedback on all aspects of employees-
performance. If supervisors focus on events out employees- control, performance
appraisals do not accurately assess the employees- performance. Boals and
weakness may be misrepresented, and employees do not receive useful feedback.
/FF/)TII/$/:: &F P/%F&%16$)/ 6PP%6I:69@
Performance 6ppraisal can be an effective too, if they are used in a constructive
and motivating manner. The appraisal should target specific areas of weakness
and strength. It is important for employees to know the areas where they are
under4performing as well as the categories where they e.cel. 6 performance
appraisal should be a well4thought out instrument designed to bring about a
desired behavior. Dhen you communicate with an employee using a performance
appraisal, it provides an opportunity for clarification of any discrepancies.
##
l. Boals 6nd &b5ectives @
Performance appraisals help management communicate, with each employee,
goals and ob5ectives. /mployees should always be told what is e.pected of them
and how they are achieving in relation to their goals and ob5ectives. If someone is
not hitting a specific target, then management is responsible for establishing a
game plan, along with the employee, designed to correct the deficiency. 1ore
coaching and mentoring may be called for or maybe the employee was never told
what was e.pected.
l. 6ction Plan @
If an action plan is put into place, the employee should be given time frames for
the implementation of the plan. /verything should be spelled out completely so
that the employee will know what actions should be taken and when. The plan
should let the employee know what is to be accomplished, once the necessary
steps have been taken. 6t various intervals, during the implementation of the
plan, the manager and employee should communicate on a regular basis to
discuss the effectiveness of the plan.
#. 9egal 6ction@
Performance appraisals can be relied on heavily if an employee decides to bring
legal action against a company. :ometimes employees will sue a company
because they do not feel they were properly trained or they may feel everything
was not e.plained to them as it should have been. Dhenever performance
#8
appraisals are administered, employees should be reuired to sign. 1anagement
should make a note in those cases when an employee refuses to sign. ,aving
everything documented can prove to be helpful in a court of law.
". Promotions06dvancement7
If you are considering an employee for promotion, you can always refer back to
his performance appraisal for a little assistance and guidance. /mployees
performing, over and above the ordinary, on a regular basis may be given more
consideration when it comes time for advancement and promotion opportunities.
Performance appraisals should accurately reflect and record an employee-s record
of achievement.
#. Training $eeds@
6 performance appraisal is effective when it comes to identifying training
opportunities for an employee. :ometimes one4on4one training is needed to help
an employee become more productive. /mployees can attend seminars and
workshops to satisfy their training needs in a specific area which enables them to
become more proficient and effective with their 5ob duties.
8. /mployee Feedback@
/mployee performance appraisals should always provide a section for an
employee to e.press her ideas, thoughts, concerns and suggestions about the
working environment, her 5ob and the performance appraisal in general. This will
help management improve its techniues for motivation, training, education, and
the method of delivering performance appraisals.
#<
<. :tatistics@
1ore than G+ percent of private sector organizations have some type of
performance appraisal system in place because they believe the systems are
effective.
9/B69 O /T,I)69 I::(/: I$ P/%F&%16$)/ 6PP%6I:69
:M:T/1 @
9/B69 I::(/: @
It is important for a manager to realize that performance appraisal becomes a
legal issue whenever it is used as the basis for an employment decision, including
promotions, pay raises, selection for training programs, etc. 1any laws e.ist to
enforce the reuirement that the evaluation of work behavior be based on
ob5ective, 5ob4related criteria so that an individualAs employment situation is not
un5ustly affected because of the managerAs stereotypes or biases.
Following are some of the 9egal 6spects of the Performance 6ppraisal :ystem@
!. Performance appraisals should not be used in a merely punitive or
retaliatory fashion. It is grossly unprofessional for a manager or supervisor to use
the appraisal process to -get even- with an employee who has displeased or upset
them in some way.
". 6ppraisals should not be used to discriminate against employees on the
basis of race, religion, age, gender, disability, marital status, pregnancy, or se.ual
#=
preference. Performance appraisal results should be fair, accurate and supported
by evidence and e.amples.
#. 6n employee should have the opportunity to comment on their appraisal
result, to e.press their agreement or otherwise, and to appeal the result or at least
reuest a review by up line supervisors.
8. 6ppraisals should be balanced, recording information on both the good and
the bad aspects of an employee-s performance 2as far as possible3.
<. /mployees who receive a poor performance appraisal result should be
given a reasonable chance to improve .
/T,I)69 I::(/: @
Performance 6ppraisal lends itself to ethical issues. 6ssessment of an
individualAs performance is based on observation and 5udgment. ,% 1anagers
are e.pected to observe the performance 2or understand the potentials3 in order to
5udge its effectiveness. Met, some ,% 1anagers assign performance appraisal
based on unrelated factors 2for e.ample, the employee is not loyal to the rator, or
the rate belongs to a different cast or religion3. /thics should be the cornerstone
of performance evaluation, and the overall ob5ective of high ethical performance
reviews should be to provide an honest assessment of the performance and
mutually develop a plan to improve the rateeAs effectiveness. 1any managers talk
about ethics but do not recognize or act upon ethical issues in their day to day
managerial responsibilities. 1ost ethical uestions arise from people
relationships within the organization.
#C
1anagers must realize that ethics is the process of deciding and acting. %ecent
survey results in one large organization indicate that only "=Q of managers
believe they are recognized and reinforced for their ethical decisions and
behaviors.
#F
CHAPTER 0
PRO#IES
#G
011 INDUSTRY PRO#IE
HISTORY O# CA2E
/arly telegraph systems were the first forms of electrical cabling but transmitted
only small amounts of power. Butta4percha insulation used for the first
transatlantic cables was unsuitable for building wiring use since gutta4percha
deteriorated rapidly when e.posed to air. The first power distribution system
developed by Thomas /dison used copper rods, wrapped in 5ute and placed in
rigid pipes filled with a bituminous compound. 6lthough vulcanized rubber had
been patented by )harles Boodyear in !F88, it was not applied to cable insulation
until the !FF+s, when it was used for lighting circuits. %ubber4insulated cable
was used for !!,+++ volt circuits in !FGC installed for the $iagara Falls power
pro5ect. &il4impregenated paper4insulated high voltage cables were commercially
practical by !FG<. 'uring Dorld Dar !! several varieties of synthetic rubber and
polyethylene insulation were applied to cables. 1odem power cables come in a
variety of sizes, materials, and types, each particularly adapted to its uses. 9arge
single insulated conductors are also sometimes called power cables in the trade.
)ables consist of three ma5or components, namely conductors, insulations,
protection. The constructional detail of individual cables will vary according to
their application. The construction and material are determined by three main
factors@ 4 Dorking voltage, which determines the thickness and composition of
the insulation7 )urrent carrying capacity, which determines the cross4section size
of the conductors7 /nvironmental conditions such as temperature, chemical or
8+
sunlight e.posure, and mechanical impact, which determines the form and
composition of the cable 5acket enclosing conductors.
:ince power cables must be fle.ible, the copper or aluminum conductors are
made of stranded wire, although very small cables may use solid conductors. The
cable may include uninsulated conductors used for the circuit neutral or for
ground 2earth3 connection. The overall assembly may be round or flat. Filler
strands may be added to the assembly to maintain its shape. :pecial purpose
power cables for overhead or vertical use may have additional elements such as
steel or Pevlar structural supports.
For circuits operating at ",8++ volts between conductors or more, a conductive
shield may surround each conductor. This eualizes electrical stress on the cable
insulation. This techniue was patented by 1artin ,ochstadter in !G!=, and so
the shield is sometimes called a ,ochstadter shield. The individual conductor
shields of a cable are connected to earth ground at one or both ends of each
length of cable.
:ome power cables for outdoor overhead use may have no overall sheath. &ther
cables may have a plastic or metal sheath enclosing all the conductors. The
materials for the sheath will be selected for resistance to water, oil, sunlight,
underground conditions, chemical vapors, impact, or high temperatures. )ables
intended for underground use or direct burial in earth will have heavy plastic or
lead sheaths, or may reuire special direct4buried construction. Dhere cables
8!
must run where e.posed to impact damage, they are protected with fle.ible steel
tape or wire armor, which may also be covered by a water resistant 5acket.
)ables for high4voltage 2more than =<,+++ volts3 power distribution may be
insulated with oil and paper, and are run in a rigid steel pipe, semi4rigid
aluminium or lead 5acket or sheath. The oil is kept under pressure to prevent
formation of voids that would allow partial discharges within the cable insulation.
$ewer high4voltge cables use cross linked polyethylene 2R9P/3 for insulation.6
hybrid cable will include conductors for control signals or may also include
optical fibers for data.
)ommon types of general4purpose cables used by electricians are defined by
national or international regulations or codes. )ommonly4used types of power
cables are often known by a *shorthand* name. For e.ample, $/) type $14B
2$on41etallic, variant B3, often referred to as %ome.S 2named by the %ome
Dire )ompany, now atrademark of :outh wire )ompany is a cable with a
nonmetallic 5acket. (F 2underground feeder3 is also nonmetallic but uses a
moisture4 and sunlight4resistant construction suitable for direct burial in the earth
or where e.posed to sunlight, or in wet, dry, or corrosive locations. Type 6) is a
fabricated assembly of insulated conductors in a fle.ible metallic armor, made by
twisting an interlocking metal strip around the conductors. BR, an early
genericized trademark of the Beneral /lectric )ompany was used before and
during Dorld Dar II, designating a particular design of armored cable.
8"
In )anada, type T/)P cable, with a fle.ible aluminum or steel armor and overall
flame4retardant PI) 5acket, is used in industry for wet or dry locations, run in
trays or attached to building structure, above grade or buried in earth. 6 similar
type of cable is designated type 1) in the (nited :tates. /lectrical power cables
are often installed in raceways including electrical conduit, and cable trays, which
may contain one or more conductors. 1ineral4insulated copper4clad cable 2type
1I3 is a fire4resistant cable using magnesium o.ide as an insulator. It is used in
demanding applications such as lire alarms and oil refineries.
F9/RIB9/ )6B9/:
6ll cables are fle.ible, which allows them to be shipped to installation sites on
reels or drums. Dhere applications reuire a cable to be moved repeatedly, more
fle.ible cables are used. :mall cables are called *cords* 2$orth 6merican usage3
or *fle.* 2(nited Pingdom3. Fle.ible cords contain finer stranded conductors,
rather than solid, and have insulation and sheaths that are engineered to withstand
the forces of repeated fle.ing. ,eavy duty fle.ible power cords such as feeding a
mine face cutting machine are carefully engineered ; since their life is
measurable in weeks. Iery fle.ible power cables are used in automated
machinery, robotics, and machine tools, *power cord* and *e.tension cable* for
further description of fle.ible power cables. &ther types of fle.ible cable include
twisted pair, e.tensible3 coa.ial shielded, and communication cable.
OPTICA #I2ER CA2E
8#
6 few years ago copper wire was doomed and we would all have optical fiber
cable to our desks. /very year fiber enthusiasts declare that *The cost of fiber is
now competitive with the cost of copper wire*. /very year more copper wire is
pulled. )opper turned out to be like the internal combustion engine 4 a bad
solution so well engineered over time that better solutions are not competitive.
/ven if fiber cost no more to install than copper, the cost of the network
interfaces, hubs and other gear is much higher. Fiber is delicate and must have
carefully controlled bends. The cost of splicing fiber is very much higher than for
copper wire.
Primary advantages of optical fiber are transmission speed and distance. This has
made it essential for many backbone installations connecting servers and hubs.
Dith copper you are talking !++ meters, with fiber you can be talking thousands
of meters. :peeds of over !++ megabits0second are still a bit dicey on copper, but
are no problem for fibre.
&ther advantages of fibre are security and electrical isolation. It is much harder to
tap into a fibre transmission line than copper wire, which often doesn-t even need
to be touched to tap it. :ince fibre does not conduct electricity, it is immune from
grounding faults and other electrical problems that plague some networks. For
most uses, optical fiber must be pulled in pairs. &ne fiber is transmitting, the
other is receiving.
6 few years ago, F''I 2Fiber 'istributed 'ata Interface3 was the protocol that
would take fiber to the desktop. Today a !++41egabit0second F''I network card
88
for a P) costs about T!+++ and a !++41egabit0second /thernet card costs about
T"8. Then 6T1 26synchronous Transfer 1ode3 was going to do it, but costs and
Bigabit /thernet put a stop to that.
The most common use of fiber in a business is to e.tend an /thernet connection
far beyond the distance it could go on copper wire. Dire to fiber conversion
devices for this application is very common. The actual speed of transmission is
no greater than over copper, so this is a distance play only.
STRUCTURED CA2IN.
Buildings today should be wired in accordance with guidelines known as
*structured cabling*. The basic ob5ective of this system is to minimize future
costs for *moves and additions*, and to ma.imize availability, reliability, and
configurability. The method by which this reliability and cost saving is
accomplished is to pull only one type of wire which can be used for any variety
of network, for telephone, and for serial terminals and printers. 6ll configuration
of the wiring system is done at a single point, a *wiring closet* on each floor to
which every cable on that floor runs. Floor wiring closets are connected by a
*riser cable*. /ach workstation should have a minimum of two 84pair )at4<
cables@ one for network and the other for telephone. These cables run from a wall
5ack at the workstation to a patch panel or backboard termination device 2!!+
frame and blocks3 in the wiring closet.
Four pair cable is practically universal. /ven if your network uses only two pairs,
and the cable contains four pairs, it is considered very bad form to run two
8<
network connections through that one cable. &ne reason is the possibility of
interference between the two connections slowing your network, another is that,
should you upgrade to a faster network that uses all four pairs. 6 third reason is
that it can make things messy and difficult to interpret at the backboard or patch
panel. Telephone lines can share the same cable without serious problems, e.cept
for upgrade and interpretability considerations. In the wiring closet on each floor
*will be a *hub* to which each workstation network cable leads. :ometimes there
is a server on each floor as well, which may or may not be in the wiring closet.
,ubs, repeaters and other distribution devices are connected to each other
through a *backbone cable* which may be )at4 <, coa., or optical fiber
depending on the uniue needs of your installation.
The manufacturing technology for power cables, signallingcables,6):% cables
are from messers Pelsey engineering company )anada. The technical knowhow
for the manufacturing of 5elly filled telephone cables are from 1esser-s general
cables and '/ 6ngeli industries Italy. 1achines for manufacturing 6):% cables
are supplied by %anasurmactech companies Tiruvalla unit have all the testing
facilities for testing uality of steel and alumunium by Torshan testing ,breaking
load machine. For testing power cables and signalling cables there are high
voltage testing facilities are available in T%6)& cables.
MAR4ET
8=
The main customer for the 6):% cables are electricity board of various states
and railway department .In the case of telephone cables main market is B:$9
and other telephone companies.
COMPETITORS
H ,industan cables
H Telecom sterlite
H Finole. cables
H %PB
/UAITY O# CA2E
Believe it or not, the brand of cable can be critical. /.ample@ one of our clients
moved into a new building. The telephone guy also pulled the network cable and
did the workstation 5acks and he did a good enough 5ob of it. Problem was, he
pulled two brands of )ategory4< cable, and one brand was incompatible with the
network cards in the clientAs computers. This was 5ust a low Based network with
very short runs, but the workstations on that brand of cable simply didn-t
network. De had to bill the client for new network cards and the cost of figuring
out why the old ones didn-t work anymore. In a couple of other pre4pulled cases
we found the wire so brittle we had trouble terminating it without breaking it.
6gain, this increased the client-s e.pense. For these reasons we prefer to supply
the cable, regardless of who is going to pull it.
4EY SUCCESS #ACTORS
8C
Products of the companies like 6):% cables weather proof cables and power
cables are used by several departments in India so they are manufactured to meet
Indian standard specifications. Dith stringent uality methods, the cables are of
e.cellent uality and have been acclaimed as one of the best in the country, the
signalling cables are made to railway specification are functioning all over India.
This is because T%6)& $/I/% )&1P%&1I:/ &$ J(69ITM. 1ore over the
company has under taken e.pansion and modernization pro5ects, which would
double the overall production capacity of power conductors, this would
substantially helps to improve the profitability in coming years for e.ample the
company is now focusing on producing manufacture of 6):% cables owing to
the drop in demand of 5elly filled telephone cables in the country accordingly
management has decided to modify the e.isting KFT) line to 6):% cables.
NATURE O# 2USINESS
The post and telegram department also recognized T%6)& company to
manufacture petroleum 5elly filled cable incorporating the latest technology in the
production and testing of such cables by recommending to the government of
India to grant the licence to T%6)& for 16$(F6)T(%/ &F <+++ 96P,:
P1 K/99M FI99/' cables per annum in view of the superior technology
incorporated in the manufacture of petroleum 5elly filled cables and on account of
the fact that 5elly filled cables are cheaper compared to conventional.
8F
The telecommunication department of government of India has decided to
discontinue progressing the manufacture and use of paper insulated lead sheared
cables and to use only petroleum 5elly filled cables for subscriber lines in future.
CURRENT SCENARIO
In India most of the communication is being made possible through cable
communication. The cable plays on important role in the field of communication.
India is not for behind most of the developed countries in the field of
communication. India is making its headway in the field of information highway.
'ue to the 9ack of latest technology in the field of cable manufacturing India had
to depend in neighbouring countries for the import of either raw materials or
finished cables.
:o that no more money may be spend on the import of cables from foreign
countries. 6s a result India has $o.l only achieved self4sufficiency in the field of
cable manufacturing but is his made a big head in to the international market.
The Bovernment has triggered the entire pro5ect relating to the setting up of cable
manufacturing company in India. 6s a result the central Bovernment has allowed
to import the machinery reuired for the manufacture of high uality cables, both
power cables as well Kelly tilled telephone cables as well as Kelly tilled telephone
cables and has allowed considerable rate of concession of these machinery as
well as raw materials mainly coppers.
The manufacturing of telephone cable was mainly reserved for public sector. The
only unit till !GC8 was ,industan cables limited a government of India
8G
undertaking. Traco was the first state sector unit to manufacture telephone cables
in India, it started its commercial production in the year of !GC8. It is evident that
there is a scope of establishing the facility for manufacturing of <+++ lakhs km
5elly filled telephone cables by T%6)& in Perala.
<+
01! COMPANY PRO#IE
T%6)& )& 9td. was incorporated in the year !G=+. The paid capital of the
company as on #!4!"4!GF8 is !8=.G" lakhs2F=.=CQ3 worth shares held by
government of kerala .this is a government of kerala undertaking.
%egistered office of the company is situated at P:,B office comple.
Panampallynagar/makulam the industrial capital of kerala. )ompany has "
manufacturing divisions power cable division and telephone cable division
both are in Thriponithura, /makulam.
Power cables division was commissioned in !G=< has facilities for
manufacturing of PI) insulated armoured and unarmoured heavy duty
cables up to !.! P I with copper aluminium conductors266)
O6):%3,PI) insulated wire and fle.ible and bare alumunium conductors.
6ll these type of cables are used for electrical transmission and distribution
systems.
6s a first step towards diversification and e.pansion T%6)& commenced
production of paper insulated, lead sheathed, polythene 5acketed copper
telephone cables in !GC8 with industrial assistance from messers ,industan
cables limited .these cables mainly used for subscribed connections of
telephones and generally laid underground. Dith a view to enlarge its
activities T%6)& has decided to take up manufacturing of petroleum 5elly
<!
filled cables incorporating the latest techniues in the manufacturing of
telephone cables.
6 T%6)& has received an industrial license number )I9 #8G2F+3 dated "G4
!!4F+ from government of I$'I6 under industries2development and
regulation 6ct !G<!3 for manufacturing <+++ linear kilometers of 5elly filled
cables at Puttapuzha Tiruvalla in Pathanamthitta district.
The validity of this license has been e.tended by Bovernment of India up to
Kune
#+ !GF< .It is hoped that Bovernment of India will allow further e.pansion
to the validity
of the license considering the progress made by T%6)& in implementing
the pro5ect. "8
'epending upon reuirement of telecommunication department product mi.
may vary from year to year, it is assumed that when all the machinery and
euipment are commissioned this unit will have capacity to manufacture
C.#+ lakhs ),P.1 of telephone cables ranging from"+4!+++ pairs euivalent
to <+++ linear kilometre on double shift working.
Bovernment of Perala had already approved the site for establishing this
unit in Tiruvalla vide letter no ""#!F0h !0C<0!+ dated F4G4C< the
Bovernment have been already acuired and the company has to take
possession of land of !F acres 2C"G!.<! hectares3 at PuttapuzhainThiruvalla.
<"
T%6)& has signed on $ovember "# !GF8na technical collaboration with
messers general cable international I$) (:6 for establishing this unit for
the manufacturing of 5elly filled telephone cables.
6n agreement has been concluded by T%6)& with messers 'e46ngeli
industries :.%.9 Italy for supply of plant and machinery and euipment for
this pro5ect. By the emergence of mobile phones 'emand for 5elly filled
cables are reduced tremendously ,so company stops production of it .$ow
company switch over there product to alumunium conductor steel reinforced
cables26):%3 ,weather proof cables, control cable and railway signalling
cables.
#ACIITIES AVAIA2E IN THE COMPANY
:IT/
Bovernment of kerala has already acuired over possession of !F acres of
land to T%6)& at Puttapuzha in Tiruvalla Taluk Pathanamthitta 'istrict .It
has all other location advantages such as nearness to trunk roads to the
broad gauge of railway station and to the power line.
D6T/%
The reuirement of water for the operations in the factory will be met from
the e.citing well and " tube wells .In this area there is an abundant supply of
ground water for human consumption in this area.
P&D/%
<#
!! P.I power lines are passing through the road very very close to the site
b.P:/B has agreed to supply sufficient uantity of power on completion or
erection of machinery at site.
T%6$:P&%T
The site at Putapuzha is connected by road and rail at all parts of India .The
nearest railway station Thiruvalla is only < P1 west of factory site
.'istance from factory site to main central road is = P1 .To cochin airport
There is only G+ P1 and to cochin harbour mere is only G# P1.so there is
no difficulty for transportation of raw materials and finished goods.
96B&(%
Perala has highest rate of literacy in our country this applies training to
technical education and training too workers have the reuisite skill to
switch over the manufacturing system .There is no dearth of technically
ualified and e.perienced personnel in Perala and they can be recruited at
short notice. The collaboration has the pro5ect have undertaken to train
T%6)&-s personnel in production operations of machinery and euipment
and in testing the raw material and finished goods.
9/B69 /$II%&$1/$T
The company has adopted various labour legislations which are enacted for
labour welfare@
H Dorkmen-s compensation 6)T
H Payment of wage 6)T
<8
H Bratuity 6)T
H Bonus 6)T
H /:I 6)T
H 6pprentice 6)T
H Factory 6)T
H Industrial dispute 6)T
H 1aternity benefits 6)T
P&9ITI)69 /$II%&$1/$T
T%6)& cables is a government owned firm so naturally its policies and
strategies are being affected by actions of political parties. Functioning of
the company is being closely related to the policies and plans of ruling
political parties.
)&%P&%6T/ B&I/%$6$)/
T%6)& cables philosophy on corporate governance envisages the
attainment of highest level of transparency .accountability and euity in all
factors of all its operation and all its interactions with its stakeholderAs
.)ompany maintain its corporate governance through value addition, wealth
ma.imization and efficient use of resources.
<<
OR.ANI5ATION CHART

<=
UNIT HEAD 6TVA7
Ma$a%er
Pro,uc(io$
Ma$a%er
A,)i$is(ra(io$
Ma$a%er
/uali(- Co$(rol
Ma$a%er
#i$a$ce
Su*ervisors Se$ior Ma$a%er Assis(a$(
Ma$a%er
Chie'
Accou$(a$(
"or8ers Assis(a$(
Ma$a%er
Tech$ical
Assis(a$(
Accou$( O''icer
Clerical S(a''
010 PRODUCT PRO#IE
P%&'()T: &F T%6)& )6B9/ )&1P6$M
H )ontrol cable
H %ailway signalling cable
H Deather proofing cable
H (nderground armoured and unarmoured Kelly filled telephone cables
H 6lumunium conductor steel reinforced cables
16%P/T
)ompany en5oys a good market as there is no straight competitor for the
products offered. The customers for the product are electricity board of
various states and railway department. :ince there is no advertisement for
the products of the company, the company mainly goes for accepting
uotation given in news paper internet and other publication or bulletin.
&T,/% B%&(P &F )&1P6$I/:
T%6)&cables have another unit called T))9 Irimpanam, /makulam main
product of T))9 was Kelly filled telephone cables, railway signalling
cables, alumunium conductor steel reinforced cables.
16$6B/1/$T )&11IT1/$T
The organization shall ensure that uality management system in
organization is well defined ,planned 'ocumented established and
maintained for continually improving the effectiveness of uality
<C
management system so that products of T%6)& confirms to I:& G++!4
"+++. The management commitment is implemented by@
H Internal and e.ternal environment of customer
H /stablishing a uality policy
H /stablishing uality ob5ectives
H )onducting management reviews
H /nsuring availability of resources
The main product of T%6)& )6B9/: is 6):% cables. 6nother product is
bare conductors that are used for supply of power from substations to
household. $ow the company is concentrating in power conductors because
of drop in KFT).
/RI:TI$B 6$' )(%%/$T P%&'()T: /RI:TI$B
H 6luminum conductor steel %einforced cables
<F
H ,ouse Diring )able
H %ailway signaling cable
<G
CHAPTER 9
RESEARCH METHODOO.Y
=+
RESEARCH METHODOO.Y
Topic
The topic of the study is :A STUDY ON THE E##ECTIVENESS O#
THE EXISTIN. PER#ORMANCE APPRAISA SYSTEM; < I$
TRACO CA2ES
SCOPE O# THE STUDY+
The following are the :cope to do the research at Traco )ables
!. There is no such research work was carried before.
". The management was in the position to know whether the e.isting
performance appraisal system is effective or not.
#. To measure the satisfaction level of the employees.
8. To get suggestions from the employees for further improvement in
e.isting performance appraisal system.
<. To contribute to the growth of the organization.
=!
O2=ECTIVES+
.ENERA O2=ECTIVE@
1easuring the effectiveness of the e.isting performance appraisal
system.
SPECI#IC O2=ECTIVES+
!. :uggest the ways and means to improve the effectiveness of the
e.isting performance appraisal system.
". To measure the sub5ectivity and ob5ectivity, which influence the
e.isting Performance appraisal system and remove the sub5ectivity and
increase the ob5ectivity.
DE#INITIONS
Theore(ical De'i$i(io$
Performance 6ppraisal is defined as the process of assessing the
performance and progress of an employee or a group of employees on a
given 5ob and his 0 their potential for future development. It consists of all
formal procedures used in working organizations and potential of
employees. 6ccording to Flippo, >Performance 6ppraisal is the systematic,
periodic and an important rating of an employeeAs e.cellence in matters
pertaining to his present 5ob and his potential for a better 5ob.?
="
O*era(io$al De'i$i(io$
In order to effectively understand the concept of performance appraisal the meaning of
the relevant terms in this discourse, performance appraisal must be e.plained without
looking to far bad effects of poor performance appraisal management in some
organisations can be easily detected. 6dmittedly, performance appraisal is the process of
determining how well employees do their 5obs compared with a set of standards and
communicating that information to those employees. The reason for appraising
performance is to provide feedback and to encourage employees to perform at their best
so that the organization can reach its mission and goals, rewarding employees relative to
these efforts and contributions reinforces their behaviours in a manner that increases the
likelihood that they will achieve their own personal as well as organizational goals.
RESEARCH DESI.N+
6 research design is the arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure.
There are three types of research designs. They are,
/.ploratory research design.
)onclusive research design.
'escriptive research design.
)asual research design.
Performance monitoring research.
=#
The research design that is been applied is Performance 1onitoring research
design. The performance of the employee is monitored based on the
strategy of the organization and this research helps us to learn how this
strategy is working.
SAMPIN. DESI.N+
POPUATION+
The employees of Traco )ables will constitute the entire population.
SOURCE O# DATA COECTION+
'ata is recorded measure of phenomena. Dhile deciding about the method
of data collection, the researcher should keep in the mind about two types of
data. They are,
Primary 'ata
:econdary 'ata.
PRIMARY DATA+
Primary data is the first hand information, which the researcher gets from
the population. The tool for collecting primary data is >/ues(io$$aire?.
These data are collected directly from the employees of Traco )ables
SECONDARY DATA+
:econdary data has been collected from the books, magazines, Internet
etcU.
=8
TOOS USED+
The tool used for collecting the primary data is >Juestionnaire?. The
uestionnaire was used to collect the bulk of data. Juestionnaire is the set of
uestions put forward for the employees to answer. The reuired data was
collected by using both open4ended and close4ended uestions. This is a
preferred techniue for collecting the primary data. 6ny doubts raised were
cleared immediately.
IMITATIONS O# THIS STUDY
!. The respondent attitude did not allow me to get their true feelings.
". 1ost of the respondent feared to give their name.
#. 1ost of the employees were busy with their tight work and they donAt
want to be disturbed.
8. /mployees are very limited and duration is limited.
=<
CHAPTER >
DATA ANAYSIS AND INTERPRETATION
==
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# PUNCTUAITY AND DISCIPINE
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied #+ #+
:atisfied 8+ 8+
$eutral "+ "+
'issatisfied F F
Total !++ !++

#+Q of the respondents are highly satisfied, about 8+Q are satisfied, about
"+Q are neutral and remaining FQ are dissatisfied.
=C
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# PUNCTUAITY AND DISCIPINE1
=F
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# =O2 4NO"ED.E3 /UAITY O# "OR4
ETC1
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied !F !F
:atisfied #= #=
$eutral #+ #+
'issatisfied !+ !+
Total !++ !++
From the above table it is clear that #=Q of the respondents are satisfied
!FQ are highly satisfied , about #+Q have neutral opinion and remaining
!+Q are dissatisfied.
=G
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# =O2 4NO"ED.E3 /UAITY O# "OR4
ETC1
C+
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# "RITIN. AND ORA A2IITIES1
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied !" !"
:atisfied 8+ 8+
$eutral "+ "+
'issatisfied "! "!
Total !++ !++
From the above table it is clear that the ma5ority are satisfied, about !"Q are
highly satisfied, about "+Q are neutral and about "!Q are dissatisfied.
V
C!
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# "RITIN. AND ORA A2IITIES1
C"
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# EARNIN. AND COMMUNICATION
A2IITIES1
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied "# "#
:atisfied #C #C
$eutral "= "=
'issatisfied !+ !+
Total !++ !++
From the above table it is inferred that ma5ority of the respondents are
satisfied with it about "#Q are highly satisfied, "=Q are neutral, !+Q are
dissatisfied.
C#
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# EARNIN. AND COMMUNICATION
A2IITIES1
C8
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# ACCEPTIN. AND IMPEMENTIN.
CHAN.E1

)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied !G !G
:atisfied "+ "+
$eutral #+ #+
'issatisfied !+ !+
,ighly
'issatisfied
8 8
Total !++ !++
From the above table it is inferred that ma5ority hve neutral opinion about
"+Q are satisfied with it about !GQ are highly satisfied with it,about !+Q
are dissatisfied with it about 8 are highly dissatisfied.
C<
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# ACCEPTIN. AND IMPEMENTIN.
CHAN.E1
C=
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# A2SENTEEISM RATE1
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied #= #=
:atisfied #+ #+
$eutral !F !F
'issatisfied !" !"
,ighly
'issatisfied
8 8
Total !++ !++
From the above table it is clear that ma5ority of the respondents are
highly satisfied #+Q are satisfied, !FQ have neutral opinion, !"Q are
dissatisfied and remaining 8Q are highly dissatisfied.
CC
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# A2SENTEEISM RATE
CF
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# #EXI2IITY1
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied F F
:atisfied "+ "+
$eutral #" #"
'issatisfied #+ #+
,ighly
'issatisfied
!+ !+
Total !++ !++
From the above table it is inferred that ma5ority are dissatisfied, about
#"Q are neutral about "+Q are satisfied, about !"Q are highly satisfied,
about !"Q are highly dissatisfied.
CG
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# #EXI2IITY
F+
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# PERSONA .ROOMIN.1
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied !" !"
:atisfied !" !"
$eutral 8" 8"
'issatisfied "" ""
,ighly
'issatisfied
!" !"
Total !++ !++
From the above table it is clear that ma5ority have neutral opinion , !"Q are
highly satisfied,!"Q are satisfied another !"Q are highly dissatisfied.
F!
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# PERSONA .ROOMIN.1
F"
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# COMPANY POICIES
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied #F #F
:atisfied "< "<
$eutral !< !<
'issatisfied F F
,ighly
'issatisfied
!8 !8
Total !++ !++
From the above table it is clear that ma5ority of the respondents are highly
satisfied, "<Q are satisfied about !<Q are neutral, about FQ are dissatisfied
and remaining !8Q are highly dissatisfied.
F#
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# COMPANY POICIES
F8
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# EDUCATION AND COMPUTER S4IS1
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied !C !C
:atisfied #G #G
$eutral !! !!
'issatisfied "= "=
,ighly
'issatisfied
C C
Total !++ !++
From the above table it is found that ma5ority of the respondents are
satisfied with it , about !CQ are highly satisfied with it about !!Q have
neutral opinion about "=Q are dissatisfied about CQ are highly dissatisfied.
F<
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# EDUCATION AND COMPUTER S4IS1
F=
TA2E SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# .UEST REATION1
)riteria $o of
%espondents
Percentage of
%espondents
,ighly :atisfied #F #F
:atisfied "< "<
$eutral !< !<
'issatisfied F F
,ighly
'issatisfied
!8 !8
Total !++ !++
From the above table it is clear that ma5ority of the respondents are highly
satisfied, "<Q are satisfied about !<Q are neutral, about FQ are dissatisfied
and remaining !8Q are highly dissatisfied.
FC
.RAPH SHO"S REASONS #OR
SATIS#ACTION?DISSATIS#ACTION EVE TO"ARDS THE
MEASUREMENT O# .UEST REATION
FF
TA2E SHO"S "AYS AND MEANS TO IMPROVE THE
EXISTIN. PER#ORMANCE APPRAISA SYSTEM
THE TA2E SHO"S THE "AY IN "HICH THE PER#ORMANCE
APPRAISA SYSTEM HEPS #OR #UTURE .RO"TH
)riteria $o of
%espondents
Percentage of
%espondents
Mes F+ F+
$o "+ "+
Total !++ !++
From the above table it is clear that F+Q have the opinion that it helps in
future growth and remaining says no.
FG
THE .RAPH SHO"S THE "AY IN "HICH THE
PER#ORMANCE APPRAISA SYSTEM HEPS #OR #UTURE
.RO"TH1
G+
THE TA2E SHO"S THE "AY IN "HICH THE TRAININ.
PRO.RAM HEPS1
)riteria $o of
%espondents
Percentage of
%espondents
Mes C< C<
$o "< "<
Total !++ !++
#ro) (he above (able i( is clear (ha( )a@ori(- have o*i$io$ (ha( (here is
(rai$i$% *ro%ra)1
G!
THE.RAPH SHO"S THE "AY IN "HICH THE TRAININ.
PRO.RAM HEPS
G"
TA2E SHO"S SE#AIMPROVEMENT A#TER PER#ORMANCE
APPRAISA SYSTEM1
I)*rove)e$( a'(er
PAS
No1 O'
Res*o$,e$(s
B Value
Mes !++ 1CC
$o 4 A
.ra$, To(al 1CC 1CC
!++Q of the employees tell that they had improved themselves after the
appraisal program.
G#
.RAPH SHO"S SE#AIMPROVEMENT A#TER PER#ORMANCE
APPRAISA SYSTEM1
G8
TA2E SHO"S THE PARAMETERS TO 2E INCUDED IN THE
PER#ORMANCE APPRAISA SYSTEM1
Para)e(ers
No1 O'
Res*o$,e$(s B Value
'ependability # 0
Inter personal skill F= DE
6ll the above !! 11
.ra$, To(al 1CC 1CC
6mong !++Q of the employees, F=Q said that the parameter interpersonal
skill is to be included in the appraisal form.
G<
.RAPH SHO"S THE PARAMETERS TO 2E INCUDED IN THE
PER#ORMANCE APPRAISA SYSTEM.
G=
TA2E SHO"S THE EVE O# COMMUNICATION AND
TRANSPARENCY1
)riteria $o of
%espondents
Percentage of
%espondents
Mes FF FF
$o !" !"
Total !++ !++
From the above table it is inferred that FFQ have the opinion that it is
transparent $' remaining says it is not transparent.
GC
.RAPH SHO"S THE EVE O# COMMUNICATION AND
TRANSPARENCY1
GF
THE TA2E SHO"S THE EVE O# CHAN.ES A#TER
THE NE.ATIVE REMAR4S /UOTED.
evel o' Cha$%es No1O'1Res*o$,e$(s B Value
Mes FC FC
1ay be !! !!
$o " "
Brand total !++ !++
6mong !++Q of the employees, said that they have changed themselves
after telling their negative remarks. The company is responsible to make
changes in the employees after the appraisal. &nly " of the employees said
that they would not change themselves after the negative remarks. It is duty
of the company to tell about the company rules and policies and make them
to change their negative.
.RAPH SHO"S THE EVE O# CHAN.ES A#TER THE
NE.ATIVE REMAR4S /UOTED
GG
THE TA2E SHO"S THE CARI#ICATION A2OUT THE
NE.ATIVE REMAR4S1
!++
)riteria $o of
%espondents
Percentage of
%espondents
Mes G! G!
$o G G
Total !++ !++
6mong !++Q of the employees, G!Q said that they had got chance for
further clarification and they got benefit by it.
.RAPH SHO"S THE CARI#ICATION A2OUT THE NE.ATIVE
REMAR4S
!+!
!+"
CHAPTER E
#INDIN.S AND SU..ESTIONS
!+#
#INDIN.S
!. The effectiveness of the e.isting performance appraisal system in
Traco Cables is measured by using the following variables,
Punctuality O 'iscipline
Kob knowledge O uality of work.
Driting O oral abilities
9earning O communication
6ccept O implement change
6bsenteeism rate
Fle.ibility
Personal Brooming
)ompany policies
/ducation O)omputer :kills
Buest %elation.
6bove F+Q of the employees are satisfied on proper record keeping,
which helps to measure the effectiveness of the employees.
6bove <+Q of the employees are satisfied with the e.isting measurement
and ob5ectivity.
!+8
6bove =+Q of the employees are satisfied with the nature of the
appraiser.
6bove F+Q of the employees are dissatisfied with the education and
computer policy because they think that it does not help for future
growth.
". The following are the ways and means to improve the effectiveness of
the
/.isting performance appraisal system,
%egular training program shall be conducted in order to increase the
awareness on the appraisal system.
6fter appraisal program, if there is any improvement then the employees
can be motivated by providing incentives.
6dding the parameters such as Interpersonal :kill, 'ependability to the
e.isting performance appraisal system.
#. The sub5ectivity is too high for the parameters of education, computer
skills and company policies. The company shall try to increase the
ob5ectivity in those parameters.

!+<
SU..ESTIONS
!. In order to improve the performance level of employees the
organization should create more awareness and to provide feedback
regularly to the employees about performance appraisal system.
". Proper training should be given to the employees, in order to increase
their knowledge about the usefulness of the appraisal system.
#. Top management shall continually review the appraisal conducted,
which shall be seen as positive support to the system by the appraiser
as well as appraises, and their interest will be maintained.
8. 6fter appraisal program if there is any improvement, the employees
should be motivated by Promotion, Increments etc.
!+=
!+C
CHAPTER F
CONCUSION
!+F
CONCUSION
The study had confirmed that the company is having a good Performance
6ppraisal :ystem. From this study, it is found that ma5ority of the workers
were satisfied with the Performance 6ppraisal :ystem. To make the
performance appraisal system more efficient and e.cellent, the company
should give importance to the employees and create awareness among
employees and it shall consider some of the ways and means suggested by
the employees like addition of parameters such as Interpersonal skill,
dependability and conducting regular training program on the appraisal
system. I hope that the suggestion given in the report may be implemented
in future course for the benefit of the workers and the company. The
company should conduct the similar type of research at regular interval to
know the changing attitude of workers and to know about their
improvement in order to motivate them
!+G
APPENDICES A I
>6 :T('M &$ T,/ /FF/)TII/$/:: &F T,/ /RI:TI$B
P/%F&%16$)/ 6PP%6I:69 :M:T/1? W In TRACO CA2ES
Please put ( in the appropriate places:
PERSONA DETAIS
$61/@ 6B/@
B/$'/%@
'/P6%T1/$T@ '/:IB$6TI&$+
!. 6re you satisfied with the method used to measure the Punctuality and
'iscipline in the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
!!+
". 6re you satisfied with the method used to measure the Kob Pnowledge,
Juality of Dork, /ffective Time at Dork and 6ttitude towards Dork in the
e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
#. 6re you satisfied with the method used to measure the Driting and &ral
abilities in the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
8. 6re you satisfied with the method used to measure the 6bility to 9earn
and )ommunicate in the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
<. 6re you satisfied with the method used to measure the 6bility to 6ccept,
Implement the )hange, to For :ee Problem and Plan and to take 'ecision at
:hort $otice in the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
=. 6re you satisfied with the method used to measure the 6bsenteeism %ate
in the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
!!!
C. 6re you satisfied with the method used to measure the Fle.ibility in the
e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
F. 6re you satisfied with the method used to measure the Personal
Brooming in the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
G. 6re you satisfied with the method used to measure the Pnowledge on the
)ompany policies in the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
!+. 6re you satisfied with the method used to measure the /ducation and
)omputer :kills in the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
!!. 6re you satisfied with the method used to measure the Buest %elation in
the e.isting performance appraisal systemE
X Y ,ighly satisfied X Y :atisfied X Y $eutral
X Y 'issatisfied X Y ,ighly dissatisfied
!!"
"AYS AND MEANS TO IMPROVE THE EXISTIN.
PER#ORMANCE APPRAISA
!". 'o you think that performance appraisal system help for the future
growthE
X Y Mes X Y $o
!#. 6fter the appraisal program is any training program conducted.
ZZZZZZZZ X Y yes X Y $o
!8. ,ave you improved yourself after getting information from the
performance appraisal systemE
ZZZZZZZZ X Y Zyes ZZZZZZZZZZZZZZ X Y no
!<. )an you suggest some parameters, which have to be included in the
performance appraisalE
X Y 'ependability.
X Y Inter Personal :kill.
X Y 6ll the above.
!=. 'o you think that the system is transparentE
X Y Mes X Y Partly X Y $ot at all.
!C. ,ave you tried to change yourself after the negative remarks uoted in
the performance appraisal systemE
X Y Mes X Y 1ay be X Y $ot at all.
!!#
!F. ,ave you been given any chance for further clarification about the
negative remarks, after you have been appraisedE
X Y Mes X Y I donAt know X Y $ot at all.
!G. )an you suggest some methods and tools to measure the parameters in
the performance appraisal systemE
!!8
2I2IO.RAPHY
!. Personnel 1anagement 'r. ).B. 1emorial
,imalaya Publishing ,ouse
1umbai
". %esearch 1ethodology ).%.Pothari
$ew 6ge International
#. 1anaging ,ospitality ,uman %esource %obert ,.Doods.
"eb Si(es+

DDD. ,I: International 5ournal.com
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