07 Perfomance Apprical New

Performance Appraisal
INTRODUCTION
Performance appraisal is a formal, structured system of measuring and
evaluating an employees job ,related behavior and outcomes to discover how and why
the employee is presently performing on the job and how the employee can perform
more effectively in the future ,so that the employee, organization and society all benefit.
Performance appraisal is a process of summarizing, assessing and developing the
work performance of an employee. In order to be effective and constructive, the
performance manager should make every effort to obtain as much objective information
about the employees performance as possible.
Performance appraisal is a review and discussion of an employees performance
of assigned duties and responsibilities based on results obtained by the employee in their
job, not on the employees personality characteristics .personality should be considered
only when it relates to performance of assigned duties and responsibilities. It is a
structured formal interaction between a subordinate and supervisor, that usually takes the
form of a periodic interview(annual or semiannual),in which the work performance of
the subordinate is examined and discussed ,with a view to identifying weakness and
strengths as well as opportunities for improvement and skills development.
In many organizations but not all appraisal results are used, either directly or
indirectly, to help determine reward outcomes that is the appraisal results are used to
identify the better performing employee who should get the majority of available merit
pay increases, bonuses and promotions. By the same token, appraisal results are used to
identify poorer performers, who may require some form of counseling, or in extreme
cases, demotion, dismissal or decreases in pay.
Employee performance appraisals are considered necessary in order to provide
information about performance rankings. This information assists in making decisions
regarding salary fixation, promotion, confirmation, transfer and demotion. Apart from
this information, employee performance appraisals provide feedback information about
VCR Institute of Management Studies
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the level of achievement and behavior of employees. This information helps to assess the
performance of the employees, rectify performance deficiencies, and set new standards
of work required, Employee performance appraisals pay a crucial role in providing
information that helps to counsel employees. The information helps to identify in
employees regarding skill and knowledge, determine training developmental needs,
recommended means for employee growth, and give suggestions for correcting
placement. Furthermore, employee performance appraisals avoid grievances and
punitive activities.
Performance appraisals aim at building and maintaining a satisfactory level of
performance. They also aim at contributing to employee growth and improvement
through training and management development programs. One of its purposes is to help
the superiors have a good understanding about their subordinates. They also play a major
role in guiding employees tom job changes with the help of constant raking. Another
objective of employee performance and to facilitate fair and equitable compensation
based on performance and to facilitate testing validating selection tests. It also provides
information for taking decisions concerning layoff and retrenchment and suggesting
change in employee behavior if required. Organizations have to decide the content to be
appraised before the program is accepted. Normally, the content to be appraised is
determined on the basis of job analysis. The content to be appraised may vary with the
purpose of appraisal, and position of employees.
Properly conducted performance appraisals let employees know how well they
are perforating and also considerably influence the employee's future level of effort and
task direction. Performance appraisal is an organized description of an employee's jobrelevant strengths and weaknesses. Appraisals are mostly arranged periodically
according to specific plan. By focusing the attention on performance, performance
appraisals go to the heart of personnel management and reflect the management's
interests in the progress of the employees. Performance appraisals may be conducted
once in every 6 months or once in year. The basic idea of the appraisals is to evaluate the
performance of the employee, giving him a feedback. Identify areas where improvement
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is required so that training can be provided. Give incentives and bonus to encourage
employee etc.
Methods of performance appraisal:

Companies use different methods of appraisals for identifying and appraising the
skills and qualities of their employees. Traditional method and modern method
Check list method

Confidential report
Critical incident method
Ranking method
Graphic rating method
Narrated essay
360*appraisal
TRADITIONAL METHOD:
Traditional method of performance appraisal has been used by companies for
very long time a common feature of this method is they are really relatively simple and
involve appraisal by one senior.
1. Check list method:

In this method the senior, the boss is given a list of questions are followed by
check boxes. The superior has to put a tick mark in any one of boxes.
2. Confidential report:
This method is very popular in government department to appraise IAS officers
and other high level officials. In this method the senior or the boss writes a report about
the junior giving him details about the performance about the employee. The +ve and -ve
traits, responsibilities handled on the job and recommendations for future incentives or
promotions. The report is kept highly confidential and access to the report is limited.
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3. Critical incident method:

In this method critical or important incidents which have taken place on this job
are noted down along with employee's behavior and reaction in all these situations. both
+ve and -ve incidents are mentioned. this followed by
An analysis of the person, his abilities and talent, recommendations for the future
incentives and promotions.
4. Ranking method:
In this method ranks are given to employees based on their performance. There
are different methods of ranking employees
I. simple ranking method
II. Alternate ranking method
III. Paired comparison method
I. simple ranking method:
Ranking methods compare one employee to another, resulting in an
ordering of employees in relation to one another. Rankings often result in overall
assessments of employees, rather than in specific judgments about a number of
job components.
Straight ranking requires an evaluator to order a group of employees from
best to worst overall or from most effective to least effective in terms of a certain
criterion. specified egg. If we have to rank 10 best employees we start with first
best employee and give him the first rank this followed by the 2nd best and so on
until all 10 have been given ranks.
II.
Alternate ranking method:

In this method the serial alternates between the best and the worst
employee. The best employee is given rank 1 and then we move to the worst
employee and give him rank 10 again to 2nd best employee and give him rank 2
and so on.
III.
Paired compression method:
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In this method each and every person is the group, the department or team is
compared with every other
person in the team/group/department. The
comparison is made on certain criteria and finally ranks are given . this method is
superior because it compares each person on certain qualities and provides a
ranking on the basis.
5. Graphic rating scale:

Graphic rating scale refers to using specific factors to appraisal people. The entire
appraisal is presented in the form of a chart. The chart contains certain columns which
indicate qualities which are being appraised and other columns which specify the rank to
be given.
6. Narrated essay:
In this method the senior or the boss is supposed to write a narrative essay
describing the qualities of his junior.
He may describe the employees strength and weakness, analytical abilities etc.
The narrative essay ends with a recommendation for future promotion or future
incentives.
MODERN METHODS:
Modern methods of appraisal are being increasingly used by companies. Now
days one of the striving feature that appraisal involves is, the opinion of many people
about employee and in some cases psychological test are used to analyze the ability of
employee.
These methods are as follows
Role analysis:
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In this method of appraisals the person who is being apprised is called the
focal point and the members of his group who are appraising him are called role
set members.
Assessment centers:
Assessment centers (Ac) are places where the employee's are assessed on
certain qualities talents and skills which they posses. This method is used for
selection as well as for appraisal. The people who attend assessment centers are
given management games, psychological test, puzzles , questionnaires about
different management related situations etc. based on their performance in these
test an games appraisal is done.
Management objective:
In this method all members of the department starting from the target
goals to be achieved, plan for achieving these goals and work together to
achieve them. The senior in the department get an opportunity to observe their
junior-group efforts, communication skills, knowledge levels, interest level etc.
based on this appraisal is done.
Behavioral anchored rating scale:

In this method the appraisal is done to test the attitude of the employee
towards his job. Normally people with +ve approach or attitude view and
perform their job differently as compared to people with a -ve approach.
Psychological testing:
In this method clinically approved psychological test are conducted to
identify and appraise the employee. A feedback is given to the employee and
areas of improvement are identified.
Human resource audit/accounting:

In this method the expenditure on the employee is compared with the
income received due to the efforts of the employee. A comparison is made to
find out the utility of the employee to the organization. The appraisal informs
the employee about his contribution to the company and what is expected in
future.
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7. 360* appraisal:
In this method of appraisal and all around approach is adopted. Feedback about
the employee is taken from the employee himself, his superiors, his juniors , his
collegiums, customers he deal with , the financial institutions and other people he deals
with etc. based on all these observations an appraisal is made and feedback is given this
is one of the most popular methods.
Process of performance appraisal followed by different companies is different.
Process of performance appraisal:

1.
2.
3.
4.
5.
6.
7.
1.
Setting performance standards

Communicating standards set to the employee
Measuring performance
comparing performance with standard
Discussing result
Collective action
Implementation and review
Setting performance standards:
In this very first step in performance appraisal the HR department decides the
standards of performance i.e. they decide what exactly is expected from the
employee for each and every job. The process of evaluation begins with the
establishment of performance standards.
2. Communication standard set to the employee:

Standards of performance appraisal decide in first step are now conveyed to the
employee so that the employee will be able to improve his performance.
3. Measuring performance:
The performance of the employee is now measure by the HR department; the
different methods can be used to measure the performance.
4. Comparing performance with standard:

The performance of the employee is now judged against the standard. To
understand the score achieved by him. Accordingly we come to know which
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category of performance the employee falls into i.e. excellent, very good, good,
satisfactory etc.
5. Discussing result:
The results obtained by the employee after performance appraisal are informed or
conveyed to him by the HR department. A feedback is given to the employee
asking him to change certain aspects of his performance and improve them.
6. Collective action:
The employee is given a chance or opportunity to improve himself in the areas
specified by the HR department.The HR department constantly receives or keeps
a check on the employee's performance and notes down improvements in
performance.
7. Implementation and review:

The performance appraisal policy is to be implemented on a regular basis. a
review must be done from time to time to check whether any change in policy is
required.
Importance of performance:
Performance appraisal is defined as the systematic description of employee's job
relevant, strength, weakness.
1. Feedback to the employees:

Performance appraisal is beneficial because provides feedback to the employee
about his performance. It identifies the area of improvement so that the employee
can improve itself.
2. Training and development:

Due to performance appraisal it is easy to understand what type of training is
required for each employee to improve himself accordingly training programs
can be arranged.
3. Helps to decide promotion:

Performance appraisal provides a report about the employee. Based on this
performance of the employee job.
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4. Validation of selection process:

Through performance appraisal the HR department can identify whether any
changes are required in the selection process of the company normally a sound selection
process results in better performance and positive appraisal. At the time of selection
process a job and formulating a job description, performance standard are usually
developed for the position.
5. Deciding transfer and layoff of the worker:

Employee with specific talent can be transferred to places where their talents are
utilized properly; similarly decisions regarding termination of employees depend upon
performance appraisal reports.
INDUSTRY PROFILE
Background of mango industry
The lack of mango market development globally opens a large untapped
opportunity for India to make an organized entry in the fresh a mango and mango pulp
market .India is well positioned to capitalize on this opportunity with a large national
production of mangos, including leading varieties like Alphansa. India has the potential
to create a long-term global market position and to capitalize on the fast growth of
mango as a preferred ingredient for the natural package food industry.
Additionally, mango is a preferred fresh fruit within the Indian domestic
market, as well as globally. Mango is in strong demand within the worldwide retail
sector. The total market value of Indian mango and mango pulp represents 25% of the
value of agriculture and processed food products exported by India. Moreover, the
consumption growth for mangoes in the United States and Europe has average 10-15%
per year during the last the last 5 years. Collectively , these factors indicates a strong
opportunity to position Indian mango and mango products to meet a growing
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international demand .India is the worlds largest supplier of mangoes, having an annual
production of 10.5 million metric tons in 2003.
This accounts for 41% of the estimated worldwide mango production of 25.56
million metric tons in 2003. Despite this large mango production, India is a minor
exporter of mango and mango products at this time. During the five-year period from
1998-2002, exports of fresh mangoes from India averaged approximately 42.4 thousand
metric tons, or only about 0.4% of mango production during this time frame. Data from
1995 indicated that India exported 37.7 thousand metric tons mango pulp.
Data from 2001 indicated that India exported 3.2 thousand metric tons of mango
juice, but also imported 2.2 thousand metric tons of mango juice. Collectively, these
observations indicate that, despite being by far the worlds largest mango producer, India
exports less than 1% of its mango crop as fresh mangoes or processed mango products.
These observations with mango are consistent with aggregate data available on Indian
fruit and vegetable exports.
One barrier to efficient development of the Indian mango industry is an
exceedingly complex supply chain. Within the value chain, a number of buyers and other
aggregators operate at local minds and APMC to assemble larger lots from the many
small producers in any given region. Associated with this inefficient aggregation process
is the application of numerous commissions as fresh agricultural products trade hands.
Numerous stakeholders in India have expressed concern that this overly complex value
chain is a hindrance to effective marketing of Indian mangoes and mango products.
A recent report from the Indian ministry of food processing industries further
details the overly complex supply chain and its contribution to costs and post-harvest
losses. This report concludes that it is imperative to streamline the mango supply chain
in order to reduce wastage.
World scenario:
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Mango covers an area of 4946 thousand ha with a production of 31.72 million

tons products 40.08% of the total world mango production. China and Thailand stood at
second and third position among mango production countries in the world with 4,366
and 2,551 thousand tons respectively. The other major mango producing countries in the
world during 2010 were Thailand (2550 thousand tones), Pakistan (1784 thousand
tones), Mexico (1633 thousand tones) and Indonesia (1314 thousand tones) respectively.
India scenario:
Mango is grown almost in all the states of India. Uttar Pradesh tops the list of
mango producing states. Other major producing states are Andhra Pradesh, Maharashtra,
Karnataka, Bihar and Gujarat. Rest of the states has quite less production. An increasing
trend has been observed in world mango production averaging 22 million metric tons per
year. Worldwide production is mostly concentrated in Asia, accounting for 75% followed
by south and Northern America with about 10% share. Area under cultivation and
production trends of mangoes in India during 1 and 2. Major producing states are Andhra
Pradesh, utter Pradesh, and West Bengal. Other states where mangoes are grown include
Madhya Pradesh, Kerala, Haryana, Punjab etc.
Market analysis and strategy:

Among internationally traded tropical fruits mango ranks only second to
pineapple in quantity and value. Major markets for fresh and dried mangoes in 1998
were Malaysia, Japan, Singapore, Hong Kong and the Netherlands, while for canned
mango were Netherlands, Australia, United Kingdom, Germany, France and USA.
Southeast Asian buyers consume mangoes all year around. Their supplies come mainly
from India, Pakistan, Indonesia, Thailand, Malaysia, Philippines, Australia and most
recently South Africa. Each exporting country has its own varieties, which differ in
shape, color and flavor. Prices are very low for Indonesian and Thailand fruit and are on
the higher side for Indian fruit. In the United States of America, the prices found during
February and March, When mango availability is lowest. Most international trade in
fresh mangoes takes place with in short distances. Mexico, Haiti and Brazil account for
the majority of North Americas imports.
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India mango and mango pulp industry development:

Through partnerships with mango growers, processors, export organizations, and
Indian government organizations, among others, PFID-FandV is working to strengthen
the small and medium mango grower base by providing capacity building at all levels.
Education and training in good agricultural practices and other sanitary standards,
as well as employment of certification systems, will lead to better yields, pesticide use in
accordance with regulations , and a more efficient supply chain .PFID-FandV
partnerships will also help identify and facilitate resources necessary for enhancing the
mango supply chain such as cold storage facilities, improved packing and grading
facilities, testing facilities, and logistics management.
A further approach will target reduction of waste in the fresh mango chain by
developing high-value mango products and enhancing processing capacity for the
domestic market. Ultimately, these steps will help stabilize prices, increase farmer
incomes, and development the farmer base at commercial and social levels. Indian
exports take place mainly during the month of May. Although a share of Indian mango
goes to the Gulf countries, efforts are being made to exploit European, American and
Asian markets. About 13,000 MT of Alphonso varieties are exported to Middle East UK
and Netherlands every year. The different products of mango which are exported include
mango chutney, pickles, jam, squash, pulp, juice, nectar and slices. Besides these, the
fresh mangoes are being exported to Bangladesh, Bahrain, France, Kuwait, Malaysia,
Nepal, Singapore and UK.
Mango market development:

PFID-FandV India has continued to forge and strengthen public and private
partnerships to the point that, now, just over one year from project start-up, notable
results are beginning to show in the form on increasing contributions from partnership
members.
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Dr. Thiagarajan, MSU/PFID-FandV, together with our two India-based

coordinators, recently met with the agricultural product export development authority
(APEDA) as well as the Federation of Indian Chambers of Commerce(FICCI) and the
National Institute of Marketing (NIAM) to follow up on each of their commitments to
promotes the Indian mango industry.During this visit, both the Maharashtra state
Horticulture Mission and the National Horticulture Missions approvals were secured to
begin the critical selection of 100 GAP demonstration farms ,identifications of trainers to
participate in train the-trainer courses and program implementation, as well as the
initial survey and audits of the nucleus demonstrations farms in Maharashtra.
A proposal is being prepared and submitted to aped:

1. To support employment of agric officers to supervise, inspect and monitor the
100% demonstration farms
2. To support controlled atmosphere trails of mango for both domestic and export
market purposes
3. To support training of extension agents from four key mango growing states in
India to replicate mango demonstration model farms in these states
4. To support GAP certification costs for a sub-set of mango producers
5. To support the interface of project marketing activities with companies such as
ITC , reliance, Shoprite, and Metro to provide market access for these
demonstration farms.
The India team is also engaged in discussion with ITC to cosponsor a
packing conference on innovations for both fresh and processed mango industries. The
goals of this packing conference are to expose domestic producers, processers and
retailers to modern food packing solutions, and to strength market linkages among
mango producers and processors with India-based supermarkets as well as key players in
the export market.
Other opportunities to explore with groups like ITC, ShopRite and similar
partner are establishment of a direct contract program which would include promotion,
direct shipment from packing houses to stores, proper packing, and early contracting.
Mango pulp is prepared from selected varieties of fresh mango fruit, fully matured
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mangoes are harvested, quickly transported to the fruit processing plant, inspected and
washed. Selected high quality fruits go to the controlled ripening chambers; fully ripened
mango fruits sure then washed, blanched, pulped, deseeded, centrifuged, homogenized,
concentrated when required, thermally processed and aseptically filled maintaining
sterility. The preparation process includes cutting, destining, refining and packing. In
case of aseptic product the pulp is sterilized and packed in aseptic bags.The process
ensures that the natural flavor and aroma of the fruity is retained in the final product.
Mango pulp/concentrates is perfectly suited for conversion to juices, nectars, drinks,
jams, fruit cheeses and various other kinds of beverages. It can also be used in pudding,
bakery fillings, and fruit meals for children and flavor for food industry, and also to
make the most delicious ice creams, yoghurt and confectionery. India is also a major
export to mango pulp in the world. The country has exported 1, 50, 499, 07 MT of
mango pulp to the world for the worth of rs.620.80 cores during the year 2011-12.
Goals of India regarding mango market development:

Currently, only 1% of the total mango production in India is exported. one
reason contributing to this poor export performance is that overseas buyers have stricter
standards than are currently accepted within the India domestic market. PFID-FandV
will facilitate the development and implementation of quality and safety standards which
will meet the demands of the export market.
PFID-FandV will partner with relevant Indian Organizations in establishing a
global image for the Indian mango starting with the establishment of quality standards
and Good Agriculture Practices (GAPs) standards for India.
PFID partnerships in India can facilitate the development of a distribution
network in European and other Countries where the value realizations for mango and
mango pulp are the highest.
PFID partnerships can assist mango growers and processers in developing an
"India brand image for fresh mango and processed mango products that meet consumer
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preferences. The predominant mango varieties grown in India make this product unique
in country and abroad.
After demonstrated success in developing in strengthening the market
development of mangoes, PFID India liaisons can easily adapt this approach to the
further development of other fruit and vegetable products in India.
Food processing:
Food processing involves any type of value addition to agricultural or
horticultural produce and also includes processes such as grading, sorting, and packaging
which enhance shelf life of food products. The food processing industry provides vital
linkages and synergies between industry and agriculture. The Food processing industry
sector in India is one of the largest in terms of production, consumption, export and
growth prospects. The government has accorded it a high priority , with a number of
fiscal relief's and incentives, to encourage commercialization and value addition to
agricultural produce, for minimizing pre/post harvests wastage, generating employment
and export growth. India's food processing sector covers a wide range of products fruited
and vegetables; meat and poultry; milk and milk products, alcoholic beverages, fisheries,
plantation, grain processing and other consumer product groups like confectionery,
chocolates and cocoa products Soya-based products, mineral water, high protein foods
etc.
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COMPANY PROFILE
History of foods and inns ltd:
Incorporated in 1967 foods and inns (FIL) is engaged in the business of
processing food products and fruits. Its manufacturing facilities are located in Bombay
and Nasik. Sam Maek Shaw M C is the chairman of the company. FIL's export oriented
processed food and vegetable unit located in Nasik went on stream in Nov. 94. In 19941995, FIL commenced commercial production of its project for frozen mango pulp and
vegetables. Dravya finance Asim Exports international are 100% subsidiaries of FIL. It
is the first company in India to export egg powder and has obtained repeat orders for the
same. It has developed a new product for a soft drink company. It has also exported
leeches, a seasonal fruit. The company exports its products in industrial and consumer
packs to the UK, Kuwait, Saudi Arabia, Yemen, Japan, Germany and west Asia. During
the year, the company sold its poultry Farm pvt ltd, to concentrate on its core business of
food processing.
The division combines people with vast experience in Agric-tar FIL Group's
credibility to justify its premier standing in the trading arena. The division was set up in
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1967 and since then has handled a wide range of products- such as sesame seeds,
processed Fruits, Food grains, Aqua etc.
FIL began its fruit processing operations in early 70s. However fruit
processing operations have been given a special trust since the last season with an
emphasis on developing strategic partnerships across the value chain especially fruit
procurement and processing.FIL has established its presence as a reliable and
competitive exporter to coca cola, USA, Western Europe, Far East, and Middle East etc.
Year events in 1967- The Company was incorporated in on 11th October, as
a private limited company under the name of country inns pvt. Ltd. and was converted
into a public limited company from 24th November 1970. The company's objects is
manufactured egg powder, milk powder, fruit juice, and other food products, cattle feed
and to generally carry on the business of poultry. Shares subscribes for in cash by the
subscribe to the memorandum, directors and their friends.1968-on 31st December, the
name of the company was changed to food and inns pvt. Ltd. 1971-2, 50,000 shares
offered at par for public subscription through a prospectus in January 1971. 1978-6,850
shares forfeited shares reissued during 1987.1981 the company established a fruit
canning unit at bulbar in Gujarat state for the manufacture of canned fruits, pulps and
vegetables for exports as well as for domestic markets. 1985 The company undertook a
programmed to expand its poultry farm capacity from 45,000 birds to about 1,00,000
birds by converting from the present deep liters system and three homes were already
converted. 1986 six houses at the poultry farm at Pune were converted into Californian
cage system and steps were taken to convert four more houses on a similar basis. The
company acquired on a 5 years lease a canning factory at Killa Pardi in the Valsad
district of Gujarat and commercial production commenced at the factory. Finns canning
pvt.ltd. A 100% EOU set up for processing frozen vegetables and fruits, name was
changed to Finns frozen foods (India) Ltd. Dravya finance, Ltd. and Asim Exports
international, ltd. are subsidiaries of the company. 1989- Another two houses were
converted into Californian cage system. 1988- The entire poultry farm was converted
into Californian cage system with a wider accommodation for 90,000 layer birds against
36,000 birds in the past. 1989- The canning division developed two products namely,
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papaya in brine and papaya paste, which received good response in the Japanese
market.1990-5,25,000 bonus shares issued in prop. 1:1. 1992 - The Company entered
into the exports of goods such as Basmati rice, pickles, spices. 1995-The company
proposed to sell its poultry division on a going concern to m/s Bhairvanath poultry farm
pvt.ltd., so as to concentrate on its core business of food processing. The company
proposed to undertake expansion/ modernization of its chembur plant along with product
improvement development.
Background of food and inns (p) ltd:

Situated at Chittoor in Andhra Pradesh, the mango belt in India, FIL is a 100%
Export Oriented Unit (EOU) processing Tropical fruit puree, concentrates and fresh
Fruits FIL was started keeping in mind the local farming community wealth. The
farming community is an integral part and forms the backbone of the Organization. On
its effort to be forerunner in the chosen areas of business in terms of best practices in
quality and technology, FIL, plans to benefit armors the industry and the nation in a
phased manner.
FIL believes in empowering farmers by providing technical assistance
from research institutes in the food industry to support the farmers in achieving better
quality and higher yields by developing the gardening and harvesting techniques. Further
to educating farmers with latest horticultural techniques, FIL is encouraging farmers to
mobilize the fruits directly to the factory, thereby minimizing the fruit handling damages
and high value realizations. The first phase has been completed, by setting up state-ofthe-art fruit processing plant to produce natural tropical fruit puree and concentrates.
FIL is a multi-vocational manufacturer company and exporter of a range
of processed tropical fruits pulps, purees and vegetables with state of the art factories in
Mumbai, Chattier, vanload, Sinner, Gondi (Nasik).FIL principal divisions are aseptic,
canning, spray drying and frozen fruits, IQF vegetables and snacks. FIL manufacturing
facilities are managed by an expert team of food technologists who measure all the
critical parameters at each stage of the production process to ensure meeting quality
requirement of customers .Premium varieties of fruits and vegetables are sourced from
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the Ratnagiri, valsad Nasik, Mysore, and Chittoor regions where we have our qualified
agronomists who check on the quality of raw materials received by us and assists farmer
in their horticultural program.
The company registered office is situated at Punjabwadi sion trombay road,
Denver, Mumbai with corporate office functioning at Queen's mansion, Fort, Mumbai,
supported by multifruit processing facilities in various locations of the country.FIl is a
strategically located its production areas, in and around the growing areas so that the best
pick of the season can be used for manufacturing products.
Board of directors:
Mr. Utsav Dupleix , a chartered accountant from U.K., looking after the routine
affairs of the company, is the brain and brawl for taking the company's turnover from
Rs.5 crores (USD1.1 MIO) to Rs.70 Crores(USD 16 MIO) giving the status of
government recognized EXPORT HOUSE.
With the backup of technical and managerial support staff, the state art
technology implementation, innovative R and D and Lab facilities, the doyen guidance
of Mr. Utsav coupled with the contribution of other directors; the company is poised for
a steady and continuous growth graph moving upwards in all parameters.
Market presence:
1.
2.
3.
4.
5.
European Union
United States of America
Canada
Australia
Middle east including Iran and North Africa
Mango pulp industry hopes:

1.
2.
3.
4.
Mango pulp production to reach 75,000 tons by 2010

Mango is raised in 36,000 hectares in Krishnagiri district
Mango pulp processed annually is 50,000 tons
Farmers have to go to Bangalore, as there is no testing facility in Krishnagiri
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5. Farmers are not getting fair price, even if there is a rise in prices in global market
6. Mango pulp production reached 90,000 tons by 2011.
Facility:
FIL processing facility is located in Chattier, spread over an area of 15 acres.
This place has been earned marked to host integrated Food complex of international
standards. The facility currently has a tropical fruit puree concentrate processing plant
and the pack house for preparing the Fresh Fruits and vegetables.
Cutting edge technology:

FIL plant is equipped with state of the art fruit puree processing aseptic filling
line of SIG-Mizzen, Italy to produce natural fruit pulp and concentrates. The plant has
one of the India's single largest fruit processing lines -10 TPH ripen fruit processing with
a aseptic packaging.
Initiatives span the following disciplines:

1. PLC operated equipments for better control over monitoring and operations with
supervisory units.
2. Two stage washing of fruits to ensure HACCP quality requirements.
3. Two-stage sterilization to retain the natural and aroma.
4. High speed advanced Mono block aseptic filling machine supplied by SIG
Mizzen.
5. Integrated enterprise Resources planning system is in place to automate business
processes and provide data for analysis and reporting, allowing a closer control
on quality and operations.
Efficient plant layout:

1. Minimal drop in power and seta transfer.
2. Straight line process flow design to maintain the hygiene and control in
respective areas.
Page 20
3. Special food grade self-leveling epoxy flooring to maintain optimum hygienic

conditions.
4. Curved corners and food grade epoxy painted walls to avoid dust accumulation
and to facilitate easy washing.
5. Advanced high raise insulated roofing with double layer GI sheeting with air
extractor to maintain temperature inside the plant.
6. Utility lines are routed outside the plant to keep the interiors free from dust
accumulation.
Valuable industrial expertise:

FIL is backed with strong support and service from its team of highly
qualified technical personnel and domain experts with perspective knowledge and skill.
Powered by priceless hands on experience these professionals are upgrading
themselves continuously to identify and introduce improved and innovative product
offerings that would delight customers worldwide and comply with the leading global
quality standards.
Puree and concentrate facility:

The fruit processing aseptic line is from SIG-Mazzini of Italy. The line has a
capacity to process 10 metric tons per hour repined fruits. The processing line is fully
integrated and controlled by PLC.
Pack house:
FIL has a set up a fresh fruit and vegetable processing facility from grief,
Spain. Fresh fruits including mangoes, bananas are processed along with tropical
vegetables like okras, Egg, Lemon, Bitter gourd etc. The facility also holds repining
chambers, pre cooling chambers and cold storage to handle fresh fruits and vegetables.
Vapor heat treatment:
Page 21
To enable Fresh mango exports to countries like Japan and Korea FIL has
commissioned the VHT facility. This ensures eradiation of the fruit. FOOD AND INNS
(P) Ltd is the first private organization to set up this facility in the country.
Water management:
Water is an essential and precious natural resource. It is a nature's gift.
Without water there os no life on the earth. It is a important to teh fruit processing
industry as to the living being. But, Water is becoming scarce year by year due to
increase in its consumption in industries and agricultural sectors and Indiscriminate
use /wastage by human beings, therefore, it needs a integrated and scientific approach for
its management to use it so that undesirable wastage is avoided which helps us to save
water for correct utilization. But, Water is becoming scarce year by year due to increase
in its consumption in industries and agricultural sectors
Stage of use of water to the best effect in our factory:

Our main source of water is bore wells. The water is portable. Water from all
bore wells is collected in a sump. From there it is pumped to over head tank to supply to
various locations of use. To manage appropriately and conserve the water, we are taking
following steps at various locations of its use.
Fruit washing:
The water is re-circulated after filtration up to it becomes dirty. This water is
chlorinated to control the contamination by continuous dosing of chlorine in the washing
tub.
Steam generation:
1. Water for boiler feeding is treated in water softener to reduce the hardness. The
steam condensate of evaporator is recycled to boiler to save water and and energy
as condensate will have high temperature.
Page 22
2. Steam condensate from other heating equipments and vapor condensate from
pulp concentration is collected in a tank to use in crate and floor cleaning.
3. Floor cleaning are cleaned by compressed water jet to conserve the water.
4. Treated effluent is used for civil construction and gardening.
5. Flow meters are installed on main line of water, which feed to processing to
sanitize the water.
6. Drinking water is passed through zero-b filter.
Waste management:
Our factory is equipped with aerobic effluent treatment plant of 250 kl
capacity. Effluent from all locations of water use is collected through inter connected
drains in ET plant. It is aerated here and transferred to settlement tank for sedimentation
of solid particles.
The treated effluent is sent to oxidation pond. From pond, water is used for
gardening and civil construction .the sludge is transferred to drying bed. The dried
sludge is used as manure in our garden. The main feature of our company is that no
effluent treated or untreated is released in public drains and therefore does not pose any
danger to surrounding environment and public.
Solid waste management:

1. Seeds of fruits
2. Stem ends and skin of fruits and vegetables
3. Pumice-consists of fibers and embedded pulp.
The seeds and peels of good fruits are passed second time through a pulped to remove
the remaining pulpy portion. The pulp extracted so and pumice are mixed and given an
enzymatic treatment and centrifuge to remove the extraneous materials so that pulp can
be used for making concentrate. This pulp in improving the recovery out of fruits.
Certificates of international quality:
Page 23
FIL's quality and business objectives are designed to challenge the

organization through continual improvement and a zeal for results. Frequent and
stringent quality checks are carried out for Physical, Chemical, Organoleptic, Microbial
parameters and immediate corrective measures are carried out on detection of variance in
parameters, assuring a high quality end product.
As a mandatory procedure, all finished products are analyzed with extreme
care before clearance FIL's quality assurance staff.
Our certifications include:

HACCP (FOOD SAFETY CERTIFICATION) BY TUV, GERMANY
ISO 9001:2000 (QUALITY MANAGEMENT SYSTEM) BY TUV, GERMANY
KOSHER BY STAR-K, USA
SURE GLOBAL FAIR (SGF)
HALAL CERTIFICATION
Customer focus:
Loyalty and a strong relationship in business are built out of years of experience in
a particular industry; FIL experience in the business and its contacts with agents/
brokers, Blenders-Bottlers, end user, off-shore logistical service providers has made the
supply chain process extremely competitive. Given our renewed emphasis on this
product line we are strengthening relationships in key markets across the buyers
spectrum, understanding unique requirements and delivering value to select global
customers.
Page 24
PRODUCT PROFILE
Fruit Products
Alphonso pulp
Totapuri pulp
Guava pulp
Products of Vegetables
FRUIT SEASONS
Page 25
Papaya pulp
Jan Feb Mar
Apr
May
June
July
Aug
Sept
Oct Nov
Dec
Mango
Papaya
Guava
NEED OF THE STUDY

To match the employees specifications with job requirements and organizational
needs.
Technological advances.
Organizational complexity.
Human relations.
Organizational viability and transformation process.
Prevent obsolescence.
Helps to counsel the subordinate.
Prevent grievances and in disciplinary activities.
Help a company to fulfill in future personal needs.
Page 26
OBJECTIVE OF THE STUDY

To evaluate the existing performance appraisal procedure in Foods and inns
limited.
To extract the perceptions and opinions of the employees with regard to their
performance appraisal system in foods and inns limited.
To know whether the management is paying much interest to performance for
rewards as well as career development.
To offer suggestions if any for the improvement and modifications of the
appraisal system.
To review the performance of the employees over a given period of time.
To help management in exercising organizational control.
Helps to strengthen the relationship and communication between superior,
subordinate and management employees.

To provide feedback to the employees regarding their past performance.
Provide information to assist the other personal decisions in the organization.
To reduce the grievances of the employees.
To analyze the facilities provided by the company.
Page 27
SCOPE OF THE STUDY

The study was confined to the aspect of performance appraisal in Foods and inns
limited. The present study is aimed at identifying those factors which are responsible for
enhancement of performance appraisal among employees of the organization and
identify the performance appraisal level of employees regarding various facilities
provided by the organization.
The study is also focuses on suggestions and opinions given by employees to
improve the performance appraisal at Foods and inns limited.
Page 28
LIMITATIONS OF THE STUDY

Study was limited to Foods and inns only.
Frequent visit to various departments and collecting information was not
possible.
Study was conducting under the assumptions that the information given by the
respondents are all collect.
Interaction with employees or executives was very limited because of the busy
work schedule.
Page 29
REVIEW LITERATURE
A performance appraisal is a process of evaluating an
employee's performance of a job in terms of its requirement'.
- Dr.C.B.Mamoria
Performance appraisal has been considered as the most significant and indispensable
tool for the function it provides is highly useful in making decision regarding various
personal aspects.
One of the oldest, most wide speeded and control over areas of personnel
administration is performance appraisal. The systematic evaluation of individual's
performance appraisal on the job and potential for development. Through appraisal
organization evaluated the work of employees, communicate how they are doing and say
plans to help them develop. Through the appraisal process, leaders try to help
subordinates understand area of deficiency and strength, so that future can be improved.
During and after the First World War, the systematic performance
appraisal was quite prominent credit goes to Walter Dill Scott, for the systematic
performance appraisal technique of man to man rating system or merit rating. It was used
for evaluating military officers. Individual concerns also ordered this system during 1890
and 1940's for evaluating hourly paid worker.
However with the increase in training and management development programs
from 150's managements started adopting performance appraisal for personnel, the term
'merit rating' had been changed into employee appraisal or performance appraisal. This is
not a mere change in the term, a change in the term and a change in the scope of the
Page 30
activity as the emphasis merit rating was limited to personnel traits, where as
performance appraisal covers results, accomplishment and performance.
The appraisals of individuals in an employment has been labeled and
described by experts over the years in different ways common descriptions include
performance appraisal Merit rating, Behavioral assessment, Employee evaluation,
Personnel review, Progress report, Staff assignment, service rating and Fitness report.
Performance appraisal evaluation of personnel by their superior and others
also is familiar with their work performance in terms of its requirements.
Performance appraisal is a systematic evaluation of the individual in respect
of his or her performance on the job and his or her potential for development.
According to "Dale Yoder"

"Performance appraisal is formal to all formal procedure aimed working
organization to evaluate personalities and contributions of one potential group
members".
According to "Levinson" Three functions of performance appraisal are
1. It seeks to provide an adequate feedback to each individual for his or her performance.
2. It supports to serve as a basis for improving or changing behavior towards some more
effective working habits.
3. It aims at providing data managers with whom they may judge future job assignments
and compensations.
Performance appraisal as a system of HRD:

Human resource development (HRD) has gained increasing attention in the
last decade from human resource specialists, training and development professionals,
chief executives, and line managers. Many discussions of HRD have been integrated into
Page 31
research, training, organizational design and change in the next decade, there is likely to
be a knowledge explosion in HRD.
Performance appraisal:
Performance appraisal of some type is practiced in most organizations all
over the world. A written assessment to the employee has not change to respond in still
common in most countries, particularly the developing countries. It is time that more
organizations begin to utilize the performance appraisal interview between the manager
and the subordinate is given the opportunity to or improves any defects in his or her
performance. An HRD oriented performance appraisal is used as a mechanism for
supervisor to:
1) Understand the difficulties of their subordinates and try to remove these difficulties.
2) Understand the strengths and weakness of their subordinates and help subordinates to
realize these.
3) Help the subordinate to accept more responsibilities and challenges.
4) Help subordinate to acquire new capabilities.
Objectives of performance appraisal:

The objective of performance appraisal could be either for evaluation (judgmental) or
development (helping).
The evaluation objective includes:
Provision of feedback to subordinates to know where they stand.
Developing valid data for personnel decisions concerning placement, pay

promotion , punishment etc.,
Page 32
The development objective includes:

1) Diagnosing individual and organizational strengths and weakness.
2) Counseling, Couching, Career planning a motivation of subordinates.
3) Developing positive superior subordinate relation.
Whatever be the objectives, any performance appraisal system should seek to address
itself to the following five aspects that are common to almost every employee in every
motivation.
4) Tell me what you expect from me.
5) Give me opportunity to perform.
6) Let me know how well aim getting on.
Uses of performance appraisal:

Performance appraisal system can be put to several uses covering the entire
spectrum of personnel. Human resource functions in an organization. The illustrative list
of uses of performance appraisal to promote a variety of management objective includes.
1) To identify individual with high potential.

2) To develop career and succession planning.
3) To analyze training and development needs.
4) To take decisions on termination.
5) For diagnosing individual and organizational problems.
Page 33
6) To validate selection and recruitment tests and procedures by making

effective use of performance appraisal system, an organization.
7) Create a positive work environment.
8) Furnish information for other human resource sub systems.
9) Stimulate, recognize and reward achievement.
Performance appraisal involves at least two persons or parties, the appraiser
(who does the appraisal) and the appraise (whose performance is being appraised). The
appraise should know the following aspects of performance appraisal what, why, how,
when and by whom? In the context of performance appraisal, the appraise aspects the
following from the appraiser.
The evaluation process:

The process of evaluation begins with the establishment of performance
standards. At the time or designing a job and formulating a job description, performance
standard are usually developed for the position.
These standards should be clear and not vogue and objective enough to be
understand.
The second step is to communicate these standards to the employees for the
employees left themselves, would find it difficult to guess what is expected of them. The
third step to the measurement of performance is to determine what actual performance is,
it is necessary to acquire information about it.
The fourth step is comparison of actual performance with standard
performance. The final step is the intention of corrective action whenever necessary.
Page 34
1)
2)
3)
4)
5)
6)
Establishment of standards with employee

Measure actual performance
Compare actual performance with standards
Discuss the appraisal with the employees
If necessary, initiate corrective action
Some of the typical errors are discussed below for the evaluation of the
performance appraisal system.
TYPICAL RATER ERROR:

First impression:
Rater may identify some specific qualities or features of the rate and
quickly from an overall impression about him, the identified qualified two features may
provide adequate base for appraisal.
Halo effect:
Basing the entire appraised on the basis of on perceived positive quality,
feature or trait in an individual. He too sits late in the evening. So he must be working
hard.
Born effect:
Basing the evaluation on the basis of one negative quality or feature perceived. He does
not shave regularly. He must be lazy at work too.
Central tendency:
Most appraisal forms required the rates it justifies if management is
outstanding or very poor. So rater may say to himself, Better rate most as average. So
that it do not have justify or clarify.
Strict or lenient rating:

Page 35
Developing upon the rater's own, value system, and or physical and mental
makeup at the line of appraisal, rate may be rated very strictly or very leniently. Such
rating usually does not carry any reference to aerial performance of the person.
Latest behavior:
Rating is influenced by the most recent behavior ignoring the commonly
demonstrated behaviors during the entire appraised period.
Allowing past performance to influence how present performance is evaluated.
The person who has done good work in the past is assured is to be okay at present.
RESEARCH METHODOLOGY
Definition of research:
Any effort which is directed to study the strategy needed to identify the problem
and selecting of best solution for best results is known as "Research".
Research methodology:
A system of models, procedures and techniques used to find the results of a
research problem is called "Research methodology".
Types of research design:

There are four types of research designs they are
Exploratory
conclusive
Page 36
Modeling
Algorithmic
The conclusive research design is again divided into 2 types they are
Experiment
Descriptive
The research design is used for the study is the Descriptive research design. In this
design structural information is used to gather information.
Survey:
It is mechanism by which the sampling unit of study is selected from the
sampling frame of the population.
Sample design for the study:

Sample method
: Simple random sampling
Sample size
: 50
Sample point
: Employees of foods and inns
Data analysis method: Simple percentage method
Sources of data:
Primary data collection:
primary data collection are those, which are collected a fresh and for the first
time and thus happens to be original in character, questions and interviews methods were
Page 37
accede to collect primary data
by visiting organization premises and various
departments also by using questionnaire and direct interview with HR.
Secondary data collection:

It is collected for the internal records of the company such as trade journals,
various manuals of the company, various training programs previously conducted and its
response etc., it is also conducted from the officials of the organization.
CHI-SQUARE TEST
Generally speaking, the chi-square test is a statistical test used to examine
differences with categorical variables. There are a number of features of the social world
we characterize through categorical variables - religion, political preference, etc. To
examine hypotheses using such variables, use the chi-square test.
The chi-square test is used in two similar but distinct circumstances:
1. for estimating how closely an observed distribution matches an expected

distribution - we'll refer to this as the goodness-of-fit test
2. for estimating whether two random variables are independent
THE GOODNESS-OF-FIT TEST:

One of the more interesting goodness-of-fit applications of the chi-square test is
to examine issues of fairness and cheating in games of chance, such as cards, dice, and
roulette.
Since such games usually involve wagering, there is significant incentive for
people to try to rig the games and allegations of missing cards, "loaded" dice, and
"sticky" roulette wheels are all too common.
Page 38
Unbeknownst to Turner, however, a casino statistician has been quietly watching

his rolls and marking down the values of each roll, noting the values of the black and
blue dice separately. After 60 rolls, the statistician has become convinced that the blue
die is loaded.
The key idea of the chi-square test is a comparison of observed and expected
values. How many of something were expected and how many were observed in some
process?
In this case, we would expect 10 of each number to have appeared and we
observed those values in the left column.
WITH THESE SETS OF FIGURES, WE CALCULATE THE

CHI-SQUARE STATISTIC AS FOLLOWS:
THE STEPS USED IN CALCULATING A GOODNESS-OF-FIT

TEST WITH CHI-SQUARE:
1) Establish hypotheses.
2) Calculate chi-square statistic. Doing so requires knowing:
a) The number of observations
b) Expected values
c) Observed values
Page 39
3) Assess significance level. Doing so requires knowing the number of degrees of

freedom.
4) Finally, decide whether to accept or reject the null hypothesis.
TESTING INDEPENDENCE:
The other primary use of the chi-square test is to examine whether two variables
are independent or not. What does it mean to be independent, in this sense? It means that
the two factors are not related.
Typically in social science research, we're interested in finding factors that are
related - education and income, occupation and prestige, age and voting behavior. In this
case, the chi-square can be used to assess whether two variables are independent or not.
More generally, we say that variable Y is "not correlated with" or "independent
of" the variable X if more of one is not associated with more of another. If two
categorical variables are correlated their values tend to move together, either in the same
direction or in the opposite.
STEPS IN CHI-SQUARE TEST:

1)
2)
3)
4)
Establish Hypotheses
Calculate the expected value for each cell of the table
Calculate Chi-square statistic
Assess significance level
ESTABLISH HYPOTHESES:
It is important to keep in mind that the chi-square test only tests whether two
variables are independent. It cannot address questions of which is greater or less. Using
the chi-square test, we cannot evaluate directly the hypothesis that boys get in trouble
more than girls; rather, the test (strictly speaking) can only test whether the two variables
are independent or not.
Page 40
CALCULATE THE EXPECTED VALUE FOR EACH CELL OF

THE TABLE:
As with the goodness-of-fit example described earlier, the key idea of the chisquare test for independence is a comparison of observed and expected values
. How many of something were expected and how many were observed in some
process?
In the case of tabular data, however, we usually do not know what the
distribution should look like (as we did with rolls of dice). Rather, in this use of the chisquare test, expected values are calculated based on the row and column totals from the
table.
The expected value for each cell of the table can be calculated using
the following formula:
For example, in the table comparing the percentage of boys and girls
in trouble, the expected count for the number of boys who got in trouble is:
CALCULATE CHI-SQUARE STATISTIC:
Page 41
With these sets of figures, we calculate the chi-square statistic as

follows:
ASSESS SIGNIFICANCE LEVEL:

Lastly, to determine the significance level we need to know the "degrees of
freedom." In the case of the chi-square test of independence, the number of degrees of
freedom is equal to the number of columns in the table minus one multiplied by the
number of rows in the table minus one.
In this table, there were two rows and two columns. Therefore, the number of
degrees of freedom is:
DATA ANALYSIS AND INTERPRETATION:

1. Awareness of Performance Appraisal System?
DIMENSIONS
NO.OF RESPONDENTS
Fully Aware
25
Page 42
PERCENTAGE
50%
Partially Aware
10
20%
Not at all Aware
15
30%
Total
50
100%
CHART: 1
60
50
50
40
30
30
Percentage
20
20
10
0
Fully Aware
Partially Aware
Not all Aware
Interpretation: From the above table, 70% of the respondents opined that the
performance appraisal system in the organization is based on objective setting and 30%
of the respondents opined that it is a combination of both formality and objective setting.
2. From how many years you are working with this organization?
DIMENSIONS
NO.OF RESPONDENTS
PERCENTAGE
0-5 Years
15
30%
5-10Years
10
20%
Page 43
10-15Years
20
40%
More than 15Years
10%
Total
50
100%
CHART: 2
Percentage
45
40
35
30
25
20
15
10
5
0
40
30
20
Percentage
ye
ar
s
Ye
ar
s
M
or
e
th
an
15
10
-1
5
Ye
ar
s
510
05
Ye
ar
s
10
Interpretation: From the above table, 30%of respondents working for 0-5 years, 40%
working for 10-15 years and only 10%respondents are working more than 15 years.
3. Aspects of the performance Appraisal System?
DIMENSIONS
NO.OF RESPONDENTS
Qualitative
15
Page 44
PERCENTAGE
30%
Quantitative
0%
Both (a)and(b)
35
70%
Total
50
100%
CHART: 3
Percentage
80
70
70
60
50
Percentage
40
30
30
20
10
0
Qualitative
Interpretation:
0
Quantitative
Both(a)&(b)
From the above table, 30% of the respondents opined that the
performance appraisal system aspect is qualitative and the remaining 70% responded as
it is of both qualitative and quantitative.
CHI - SQUARE TEST:

Aspects of the performance Appraisal System?
Page 45
H1= Aspects of the performance Appraisal System.

Ho= Not aspects of the performance Appraisal System.
A sample of respondents of for type is give expected respondent for each respondent
=50/3=16.6666
Computing statistic chi-square test:
(Oi -Ej)2
_________
Observed
Expected
S.No
Frequency(Oi)
frequency(Ej)
(Oi -Ej)
(Oi -Ej)2
Ej
15
16.6666
-1.6666
2.7775
1.6665
16.6666
-16.6666
277.7755
16.6665
35
16.6666
18.3334
3
Total
336.1135 20.1689
75.3374
Calculated value:75.3374
Degree of freedom: (n-1) = (3 - 1) = 2
The chi square value at 0.05% level of significance at degree 2 of freedom is:
Page 46
Hence calculated value is more then table value.
Ho rejected, Aspects of the performance Appraisal System.

4. Methods adopted by organization for evaluating the performance of
the employees?
DIMENSIONS
NO.OF RESPONDENTS
PERCENTAGE
Traditional method
30
60%
Modern method
10
20%
Both a and b
10
20%
Total
50
100%
CHART: 4
percentage
70
60
60
50
percentage
40
30
20
20
20
Modern method
Both (a) & (b)
10
0
Traditional method
Page 47
Interpretation: From the above table, 60% of the respondents opined as Traditional
method,20% as Modern method and 20% as both Traditional and modern method of
evaluating the performance.
5. (a) what method is been used by the organization in Traditional

Method?
DIMENSIONS
NO.OF RESPONDENTS
PERCENTAGE
Graphic Rating Method
35
70%
Ranking Method
10
20%
Paired Comparison Method
10%
Total
50
100%
CHART: 5(a)
Percentage
80
70
60
50
40
30
20
10
0
70
10
Pa
ire
d
Co
m
ar
is
on
M
et
ho
d
M
et
ho
d
Ra
nk
in
g
G
ra
ph
ic
Ra
tin
g
M
et
ho
d
20
Page 48
Percentage
Interpretation: From the above table,70% of the respondents opined as Graphic

Rating Scale,20% as Ranking Method and 10% as Paired Comparison Method.
5 (b). Model of Modern Method ?
DIMENSIONS
NO.OF RESPONDENTS
PERCENTAGE
Human Resources Accounting
35
70%
Management bi objective
10%
Productivity Measures
10
20%
Total
50
100%
CHART: 5(b)
Percentage
80
70
60
50
40
30
20
10
0
70
ea
su
re
s
Percentage
Pr
od
uc
tiv
ity
en
tb
io
bj
ec
tiv
e
M
an
ag
em
Ac
co
un
tin
g
Re
so
ur
ce
an
H
um
20
10
Page 49
Interpretation: From the above table, 70% of the respondents opined as Human
resource accounting, 10%as Management by objectives and 20% as Productivity
Measures.
6. Frequency of appraising the performance
DIMENSIONS
NO.OF RESPONDENTS
PERCENTAGE
Quarterly
10%
Half yearly
25
50%
Annually
20
40%
Once in two years
0%
Total
50
100%
CHART: 6
Percentage
60
50
50
40
40
Percentage
30
20
10
10
0
Quarterly
Half yearly
Annually
Page 50
0 years
Once in two
Interpretation: From the above table, 10% of the respondents opined as quarterly,
50%as half yearly and 40% as annually.
7. Are you informed before you are appraised?
DIMENSIONS
NO.OF RESPONDENTS
PERCENTAGE
Yes
30
60%
No
20
40%
Total
50
100%
CHART: 7
Page 51
Percentage
70
60
60
50
40
40
Percentage
30
20
10
0
Yes
No
Interpretation:-From the above table, 60% of the respondents opined that they are
informed before they are appraised and 40% as they are not informed before they are
appraising.
8. Satisfactory level of job.
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
To a great extent
30
60%
To some extent
20
40%
Not at all
0%
Total
50
100%
Page 52
CHART: 8
percentage
70
60
60
50
40
40
percentage
30
20
10
0
to a great extent
to some extent
not 0
at all
satisfactory level of job is to be great extent, 40% as to some extent.
9. Objective of your performance appraisal system.
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
For rewards
20
40%
For career planning
10
20%
To set targets
15
30%
To review performance
10%
Page 53
Total
50
100%
CHART: 9
percentage
40
30
20
an
ce
percentage
to
re
vi
ew
pe
rfo
rm
se
tt
ar
ge
ts
to
fo
rc
ar
ee
rp
la
nn
in
g
10
fo
rr
ew
ar
ds
45
40
35
30
25
20
15
10
5
0
objective of performance appraisal system is for rewards, 20% as for career planning,
30% as to set targets, 10 as to review performance.
10. Consideration of past performance.
DIMENSIONS
NO. OF RESPONDENTS
PERCENTAGE
Yes
30
60%
No
20
40%
Page 54
Total
50
100%
CHART: 10
percentage
70
60
60
50
40
40
percentage
30
20
10
0
yes
no
Interpretation: From the above table, 60% of the respondents opined that they
consider the past performance and 40% as they wont consider past performance.
11. Which made you to join the company?
DIMENSION
NO. OF RESPONDENTS
Page 55
PERCENTAGE
Salaries and rewards
35
70%
Promotion
15
30%
Total
50
100%
CHART: 11
percentage
80
70
70
60
50
percentage
40
30
30
20
10
0
salaries and rewards
promotion
Interpretation: From the above table, 70% of the respondents opined that they joined
for salaries and rewards, and 30% for promotion.
CHI - SQUARE TEST:

Page 56
Which made you to join the company?

H1= Made you to join the company.
Ho= Mode you not join the company.
=50/2=25
(Oi -Ej)2
_________
Observed
Expected
(Oi
(Oi
S.No
Frequency(Oi)
frequency(Ej)
-Ej)
-Ej)2
Ej
35
25
10
100
15
25
-10
100
Total
Calculated value: 8
The chi square value at 0.05% level of significance at degree 1 of freedom is 3.8411.
Page 57
Ho rejected, Mode you join the company.
12 .What criteria have to be considering in order improving existing

appraisal.
DIMENSIONS
NO. O
PERCENTAGE
RESPONDENTS
Cost consciousness
10
20%
Loyalty to the organization
10
20%
Communication skills
20
40%
Urgeto excel
10%
Ability to work under stress
10%
Total
50
100%
CHART: 12
Page 58
percentage
40
45
40
35
30
25
20
15
10
5
0
20
20
10
10
st
re
ss
wo
rk
un
de
r
un
ic
at
io
n
ab
ilit
y
co
m
co
st
co
nc
io
us
ne
ss
sk
ills
percentage
Interpretation: From the above table 20% of the respondents opined that the criteria
have to be consider is cost consciousness, 20% as loyalty to the organization, 40% as
communication skills 10% as urge to excel, 10% as ability to work under stress.
13. In your opinion performance appraisal is?
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Evaluation of employee
25
50%
Promotion of employees
10%
Job satisfaction of
10%
motivation
15
30%
Total
50
100%
employees
CHART: 13
Page 59
percentage
60
50
40
30
20
10
0
50
30
10
10
ot
iv
at
io
n
m
ev
al
ua
tio
no
fe
m
pl
oy
ee
pr
om
s
ot
io
n
of
em
jo
pl
b
oy
sa
ee
tis
s
fa
ct
io
n
of
em
pl
oy
ee
s
percentage
Interpretation: From the above table 50% of the respondents opined that the
performance appraisal is evaluation of employees, 10% as promotion of employees, 10%
as job satisfaction of employees 30% as motivation.
14. Which method of performance appraisal is implemented in the

organization?
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Merit
25
50%
Grading
15
30%
Other
10
20%
Total
50
100%
Page 60
CHART: 14
percentage
60
50
50
40
percentage
30
30
20
20
10
0
merit
grading
other
performance appraisal system in the organization is merit, 30% as grading, and 20% as
other.
15. Increment in salary after performance appraisal?
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
40
80%
No
10
20%
Total
50
100%
CHART: 15
Page 61
percentage
5
4.4
4.5
4
3.5
3
2.5
percentage
2.4
2
1.5
1
0.5
0
yes
no
Interpretation: From the above table 80% of the respondents are opined that they
received increment in salary after performance appraisal, 20% not received.
CHI - SQUARE TEST:

Increment in salary after performance appraisal?
H1= Increment in salary after performance appraisal.
Ho= Increment in salary before performance appraisal.
Page 62
=50/2=25
(Oi -Ej)2
_________
Observed
Expected
(Oi
(Oi
S.No
Frequency(Oi)
frequency(Ej)
-Ej)
-Ej)2
Ej
40
25
15
225
10
25
-15
225
Total
18
Calculated value:18
Ho rejected, Increment in salary after performance appraisal.
16. Performance appraisal helps to provide an atmosphere where all

are encouraged to share one other burden.
Page 63
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
35
70%
No
15
30%
Total
50
100%
CHART: 16
percentage
80
70
70
60
50
percentage
40
30
30
20
10
0
yes
no
Interpretation: From the above table 70% of the respondents are opined that
performance appraisal help to provide an atmosphere where all are encouraged to share
one other burden, 30% opined as not help to provide an atmosphere.
17. Performance appraisal helps to set and achieve meaningful goals?

Page 64
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
40
80%
No
10
20%
Total
50
100%
CHART: 17
percentage
90
80
80
70
60
percentage
50
40
30
20
20
10
0
yes
no
Interpretation: From the above table 80% of the respondents are opined as the
performance appraisal helps people to set and achieve meaningful goals, 20% not
opined.
Page 65
CHI - SQUARE TEST:

Performance appraisal helps to set and achieve meaningful goals?
H1= Performance
appraisal helps to set and achieve meaningful goals.
Ho= Performance
appraisal is not helps to set and achieve meaningful goals.
=50/2=25
(Oi -Ej)2
_________
Observed
Expected
(Oi
(Oi
S.No
Frequency(Oi)
frequency(Ej)
-Ej)
-Ej)2
Ej
40
25
15
225
10
25
-15
225
Total
18
Calculated value:18
Page 66
Ho rejected, Performance
appraisal helps to set and achieve meaningful goals.
18. Performance appraisal give criteria in friendly and positive

manner?
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
30
60%
No
20
40%
Total
50
100%
CHART: 18
Page 67
percentage
70
60
60
50
40
40
percentage
30
20
10
0
yes
no
Interpretation: From the above table 60% of the respondents are opined that the
performance appraisal give criteria in friendly and positive manner, 40% as not give
criteria.
19. Performance of employees improves after process of performance

appraisal?
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
40
80%
No
10
20%
Total
50
100%
Page 68
CHART: 19
percentage
90
80
80
70
60
percentage
50
40
30
20
20
10
0
yes
no
Interpretation: From the above table 80% 0f the respondents opined that the
performance of employees improved after process of performance appraisal, 20% as not
improved.
CHI - SQUARE TEST:

Performance of employees improves after process of performance
appraisal?
H1=Performance of employees improves after process of performance appraisal.
Ho=Performance of employees improves before process of performance
appraisal.
Page 69
=50/2=25
(Oi -Ej)2
_________
Observed
Expected
(Oi
(Oi
S.No
Frequency(Oi)
frequency(Ej)
-Ej)
-Ej)2
Ej
40
25
15
225
10
25
-15
225
Total
18
Calculated value:18
Ho rejected, Performance of employees improves after process of performance

appraisal.
20. Performance appraisal improves motivation and job satisfaction?
Page 70
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
25
50%
No
25
50%
Total
50
100%
CHART: 20
percentage
60
50
50
50
40
percentage
30
20
10
0
yes
no
performance appraisal improves motivation and job satisfaction, 50% responded that the
performance appraisal do not improve motivation and job satisfaction.
Page 71
21. Is the top level management partial in performance appraisal?
DIMENSION
NO OF RESPONDENTS
PERCENTAGE
Yes
20
40%
No
30
60%
Total
50
100%
CHART: 21
percentage
70
60
60
50
percentage
40
30
20
10
0
yes
no
Interpretation: From the above table 40% of the respondents opined that the top
level management is partial in performance appraisal, 60% opined as top level
management is not partial.
Page 72
22. Performance appraisal helps to change behavior of employees?
DIMENSION
NO.OF RESPONDENTS
PERCENTAGE
Yes
20
40%
No
30
60%
Total
50
100%
CHART: 22
percentage
70
60
60
50
40
40
percentage
30
20
10
0
yes
no
Page 73
performance appraisal helps to change behavior of employees, 60% opined as not helps
to change behavior of employees.
23. Does 360 degree appraisal process create a participative

environment in the organization?
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
25
50%
No
25
50%
Total
50
100%
CHART: 23
Page 74
percentage
60
50
50
50
40
percentage
30
20
10
0
yes
no
Interpretation: From the above table 50% opined that the 360 degree appraisal
process create a participative environment in the organization, 50% opined as not create
participative environment.
24. Does the promotions are strictly based on performance appraisal

process?
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
10
20%
No
40
80%
Total
50
100%
CHART: 24
Page 75
PERCENTAGE
90
80
80
70
60
PERCENTAGE
50
40
30
20
20
10
0
Yes
No
Interpretation: From the above table 10% of the respondents are opined as the
promotions are strictly based on performance appraisal process, 40% opined as
promotions are not strictly based on performance appraisal process.
25. Leadership and interpersonal skills developed after 360 degree

performance appraisal?
DIMENSION
NO. OF RESPONDENTS
PERCENTAGE
Yes
30
60%
No
20
40%
Total
50
100%
CHART: 25
Page 76
percentage
70
60
60
50
40
40
percentage
30
20
10
0
yes
no
Interpretation: From the above table 60% of the respondents are opined that the
leadership and interpersonal skills are developed after 360 degree performance appraisal,
40% opined as not developed.
FINDINGS
1) 50% of the employees aware of the performance appraisal system in the
organization.
2) 40% of the employees working with this organization for 10-15 years.
3) 70% of the employees aspects of the performance appraisal system is both the
qualitative and quantitative.
4) 60% of the employees expressed that the traditional method adopted by the
organization for evaluating the performance of the employees.
Page 77
5) 70% of the employees expressed that the graphic rating method is been used by
the
organization in traditional method.
6) 70% of the employees expressed that human resource accounting is been used by
the organization in modern method.
7) 50% of the employees prefer that appraisal system should be held half yearly.
8) 60% of the employees expressed that they are informed before they are
appraised.
9) 60% of the respondents feel that they are satisfied with their present job.
10) 40% of the employees feel that the objective of performance appraisal is for
rewards.
11) 60% of the employees feel that past performance should be considered.
12) 70% of the employees expressed salaries and rewards made them to join in the
company.
13) 40% of the employees feel that communication skill have to be considering in
order improving existing appraisal.
14) 50% of the respondents expressed performance appraisal is evaluation of
employees.
15) 50% of the employees expressed that merit method performance appraisal is
implemented in the organization.
16) 80% of the employees expressed that they receive increment in their salary after
performance appraisal.
17) 70% of the employees feel that performance appraisal help to provide an
atmosphere where all are encouraged to share one other burden.
18) 80% of the employees feels that performance appraisal help to set and achieve
meaningful goals.
19) 60% the respondents expressed that performance appraisal give criteria in
friendly and positive manner.
20) 80% of the employees expressed that their performance improve after process of
performance appraisal.
21) 50% of the employees feel that performance appraisal improve motivation and
job satisfaction.
22) 60% of the employees expressed that the top level is not partial in performance
appraisal.
23) 60% of the employees feel that performance appraisal helps to change behavior
of employees.
24) 50% of the employees expressed 360 degree appraisal process creates a
participative environment in the organization.
Page 78
25) 80% of the respondents expressed that the promotions are not strictly based on
performance appraisal process.
26) 60% of the employees expressed that leadership and interpersonal skills
developed after 360 degree performance appraisal.
SUGGETIONS
The management must concentrate on training programs that create awareness to
the employees regarding performance appraisal.
The management should provide facilities and orientation to the employees work
in the organization for many years.
The management should also be including quantitative aspect of performance
appraisal.
The management should implement modern method for evaluating the
performance of the employees.
The organization should focus on the remaining methods in traditional method.
The management must use any one method in the modern methods for evaluate
Performance of the employees.
The management should evaluate the performance of employees quarterly once
in a year.
The management should take a step like not to inform the employees before they
are appraised.
The management must provide whole or part of performance appraisal
information to all the employees to make satisfaction of job.
Page 79
The management must select best objective of performance appraisal system for
the employees in order to set targets, career planning.
The management must focus on the past performance of the employees while
they are going for performance appraisal it gives recognition of the employees in
the organization.
The management must provide the promotion to the employees for stimulate
people to join in the company.
The management must focus on the criteria like cost consciousness, ability to
work under stress in order to improve the existing appraisal.
The management appraisal employees as it help the individual to improve their
potential and helps to perform well.
The management must follow on prefer other method to evaluate the
performance of the employees.
The management should increase the salary of all the employees to make the
performance standard better in future.
The management should implement performance appraisal to provide an
atmosphere totally among all the employees to share the burden of one individual
of other.
The management must concentrate on performance appraisal as it helps to set and
achieve meaningful goals.
The performance appraisal conducted by the organization has to be give criteria
in friendly and positive manner for all the employees.
The appraised employees performance standard improves after process of
performance appraisal to achieve future objective of the organization.
The management must concentrate on training and development programs to
improve the motivation and job satisfaction of the employees.
The top level management should not be partial in the performance appraisal
process.
The management must helps to change the behavior of the employees.
The management should create a participative environment in the organization by
the 360 degree appraisal process.
The management should promote employees based on the skills, abilities and the
working performance.
The top level people's leadership and interpersonal skills must be developed by
the 360 degree appraisal process.
Page 80
CONCLUSION
From the above study I have concluded that performance appraisal system
play a vital role in the organization. Performance appraisal system will be effectively
only when the appraiser realizes that the appraisal is the basis through which an
organization functions effectively.
"A happy employee is a productive employee". Keeping this the appraisal
system is followed meticulously resulting in increasing organization performance.
Page 81
BIBLIOGRAPHY
Books:
P.Subba Rao Essentials of Human Reassures Management and Industrial Relations,
Himalaya publishing home, new delhi, 2010.
Aswathapa, Human Reassures and Personnel Management, Tata Mc Graw Hill, New
Delhi 2002.
Cascio, Managing Human Reassures , Tata Mc Graw Hill 2003.
L.m.prasad, Human Reassures Management Sultan and Sons 2007.
Website:
www.google.com
www.foodsandinns.com
Page 82
QUESTIONNAIRES
Name
Age
Gender
Experience
Material statues
Qualification
Deportment
1. Are you sure aware of all the details of the performance Appraisal system in your
organization?
[ ]
(a) Fully aware

(b) Partly aware

Page 83
(c) Not at all aware

2.
From how many years you are working with this organization?
(a) 0-5 years
(b) 5-10 years
(c) 10 to 15 years
(d) more than 15 years
3. The performance appraisal conducted in your organization evaluate in the asp[ ]

(a )Qualitative
(c)
(b) Quantitative
Combination of (a)and(b)
4.Which approach has been adopted by the organization for evaluating the Performance
of the employees?
(a) Traditional Method
(b) Modern method
(c) A combination of (a)and(b)

5. What means/method is been used by the organization in Traditional method ?[
(a)
Graphic rating scale
(b) Ranking Method
(c) paired comparison

6.
(d)
......................
How frequently do you like your performance should be appraisal?

(a)
Quarterly
(b) Half yearly
(c) Annually
(d) Once in 2 years
7.Are you informed before you are appraised?

(a)
yes
[ ]
[
(b)
Page 84
No
8.
Are you satisfied with your present job in this Organization

(a) To a great extent
(c)
(b) To some extent
Not at all
9. Which of the following do you think are the objectives of your appraisal system?
[
(a)
For Rewards
(b) For career Planning
(c) To set targets
(d) To review performance
10. Do you feel the past performance should also be consider?

(a) yes
(b)
Salaries and Rewards
No
11. Which of the following made you to join the company?

(a)
(b) Promotions
(c)...........................................
12. What other criteria do you think have to be taken into consideration in order to
improved the existing appraisal system?
(a) Cost consciousness
(b) Loyalty to the organization
(c) Communication skills
(d) Urge to excel
13. In your opinion performance aooraisal is?

(a) Evaluation of Employees
(b) Promotion of Employees
(c) Job satisfaction of employees

(d) Motivation
Page 85
14. Which method of performance appraisal is implemented in the organization?

[
(a) Merit
(b) Grading
(c) Other
15. Do you receive any increment in your salary after performance appraisal? [
(a) Yes
(b) No
16. Do you think that performance appraisal help to provide an atmosphere where all are
encouraged to share one another burden?
(a) Yes
(b) No
17. Do you think performance appraisal helps people set and achieve meaningful goals?
[
(a) Yes
(b) No
18. Do you think performance appraisal give constructive criticism in a friendly and
positive manner?
(a) Yes
(b) No
19. Do you think that performance of employees improve after process of performance
appraisal?
(a) Yes
(b) No
20. Do you think performance appraisal improves motivation and job satisfaction?
(a) Yes
(b) No
21. Is the top level management partial in performance appraisal?

Page 86
(a) Yes
(b) No
22. Do you think performance appraisal helps to change behavior of Employees?[

(a) Yes
(b) No
23. Does the 360 degree appraisal process create a participative environment in the
organization?
(a) Yes
(b) No
24. Does the promotions are strictly based on performance appraisal process?
(a) Yes
(b) No
25. Do you think your leadership and interpersonal skills developed after 360 degree
performance appraisal?
(a) Yes
(b) No
Page 87

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Performance Appraisal

VCR Institute of Management Studies

Methods of performance appraisal:

Check list method

1. Check list method:

VCR Institute of Management Studies

3. Critical incident method:

Alternate ranking method:

Paired compression method:

VCR Institute of Management Studies

person in the team/group/department. The

5. Graphic rating scale:

Behavioral anchored rating scale:

Human resource audit/accounting:

Process of performance appraisal:

Setting performance standards

2. Communication standard set to the employee:

4. Comparing performance with standard:

VCR Institute of Management Studies

7. Implementation and review:

1. Feedback to the employees:

2. Training and development:

3. Helps to decide promotion:

4. Validation of selection process:

5. Deciding transfer and layoff of the worker:

VCR Institute of Management Studies

VCR Institute of Management Studies

Mango covers an area of 4946 thousand ha with a production of 31.72 million

Market analysis and strategy:

India mango and mango pulp industry development:

Mango market development:

VCR Institute of Management Studies

Dr. Thiagarajan, MSU/PFID-FandV, together with our two India-based

A proposal is being prepared and submitted to aped:

Goals of India regarding mango market development:

VCR Institute of Management Studies

VCR Institute of Management Studies

VCR Institute of Management Studies

Background of food and inns (p) ltd:

Mango pulp industry hopes:

Mango pulp production to reach 75,000 tons by 2010

VCR Institute of Management Studies

Cutting edge technology:

Initiatives span the following disciplines:

Efficient plant layout:

3. Special food grade self-leveling epoxy flooring to maintain optimum hygienic

Valuable industrial expertise:

Puree and concentrate facility:

Vapor heat treatment:

VCR Institute of Management Studies

Stage of use of water to the best effect in our factory:

Solid waste management:

Certificates of international quality:

VCR Institute of Management Studies

FIL's quality and business objectives are designed to challenge the

Our certifications include:

VCR Institute of Management Studies

VCR Institute of Management Studies

Jan Feb Mar

NEED OF THE STUDY

VCR Institute of Management Studies

OBJECTIVE OF THE STUDY

subordinate and management employees.

VCR Institute of Management Studies