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A STUDY ON PERFORMANCE APPRAISAL IN EVENT MANAGEMENT SAI

LEAF PLATE INDUTSRY AT KARUR

INTRODUCTION TO EVENT MANAGEMENT

Event(or personnel) management, in the sense of getting things done through people, is an
essential part of every manager’s responsibility, but many organizations find it advantageous
to establish a specialist division to provide an expert service dedicated to ensuring that the
event function is performed efficiently.

“People are our most valuable asset” is a cliché, which no member of any senior management
team would disagree with. Yet, the reality for many organizations is that their people remain
undervalued, under trained and underutilized.

The market place for talented, skilled people is competitive and expensive. Taking on new
staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural
awareness’, product / process / organization knowledge and experience for new staff
members.

FUNCTIONS OF EVENTMANAGEMENT

Following are the various functions of Event Management that are essential for the effective
functioning of the organization:

 Recruitment
 Selection
 Induction
 Performance Appraisal
 Training & Development

RECRUITMENT

The process of recruitment begins after manpower requirements are determined in terms of
quality through job analysis and quantity through forecasting and planning.

Selection
The selection is the process of ascertaining whether or not candidates possess the requisite
qualifications, training and experience required.

INDUCTION

a) Induction is the technique by which a new employee is rehabilitated into the changed
surroundings and introduced to the practices, policies and purposes of the organization.

WHAT IS “PERFORMANCE APPRAISAL”?

Performance Appraisal is defined as the process of assessing the performance and progress of
an employee or a group of employees on a given job and his / their potential for future
development. It consists of all formal procedures used in working organizations and potential
of employees. According to Flippo, “Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters pertaining to his present job and his
potential for a better job.”

CHARACTERISTICS

a) Performance Appraisal is a process.


b) It is the systematic examination of the strengths and weakness of an employee in
terms of his job.
c) It is scientific and objective study. Formal procedures are used in the study.
d) It is an ongoing and continuous process wherein the evaluations are arranged
periodically according to a definite plan.
e) The main purpose of Performance Appraisal is to secure information necessary for
making objective and correct decision an employee.

PROCESS

The process of performance appraisal:

 Establishing performance standards


 Communicating the Standards
 Measuring Performance
 Comparing the actual with the standards
 Discussing the appraisal
 Taking Corrective Action

LIMITATIONS

 Errors in Rating
 Lack of reliability
 Negative approach
 Multiple objectives
 Lack of knowledge

METHODS OF PERFORMANCE APPRAISAL

The foregoing list of major program pitfalls represents a formidable challenge, even
considering the available battery of appraisal techniques. But attempting to avoid these
pitfalls by doing away with appraisals themselves is like trying to solve the problems of life
by committing suicide.

The more logical task is to identify those appraisal practices that are

 most likely to achieve a particular objective and


 Least vulnerable to the obstacles already discussed.

Before relating the specific techniques to the goals of performance appraisal stated at the
outset of the article, I shall briefly review each, taking them more or less in an order of
increasing complexity.

The best-known techniques will be treated most briefly.

ESSAY APPRAISAL

In its simplest form, this technique asks the rater to write a paragraph or more covering an
individual's strengths, weaknesses, potential, and so on. In most selection situations,
particularly those involving professional, sales, or managerial positions, essay appraisals
from former employers, teachers, or associates carry significant weight.

GRAPHIC RATING SCALE

This technique may not yield the depth of an essay appraisal, but it is more consistent and
reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work
(is he outstanding, above average, average, or unsatisfactory?) and on a variety of other
factors that vary with the job but usually include personal traits like reliability and
cooperation. It may also include specific performance items like oral and written
communication.

FIELD REVIEW
The field review is one of several techniques for doing this. A member of the personnel or
central administrative staff meets with small groups of raters from each supervisory unit and
goes over each employee's rating with them to

 identify areas of inter-rater disagreement,


 help the group arrive at a consensus, and
 Determine that each rater conceives the standards similarly. .

FORCED-CHOICE RATING

Like the field review, this technique was developed to reduce bias and establish objective
standards of comparison between individuals, but it does not involve the intervention of a
third party.

MANAGEMENT BY OBJECTIVES

To avoid, or to deal with, the feeling that they are being judged by unfairly high standards,
employees in some organizations are being asked to set - or help set - their own performance
goals. Within the past five or six years, MBO has become something of a fad and is so
familiar to most managers that I will not dwell on it here.

RANKING METHODS

For comparative purposes, particularly when it is necessary to compare people who work for
different supervisors, individual statements, ratings, or appraisal forms are not particularly
useful. Instead, it is necessary to recognize that comparisons involve an overall subjective
judgment to which a host of additional facts and impressions must somehow be added. There
is no single form or way to do this.

The best approach appears to be a ranking technique involving pooled judgment.

The two most effective methods are alternation ranking and paired comparison ranking.

1. “Alternation ranking”:

Ranking of employees from best to worst on a trait or traits is another method for evaluating
employees. Since it is usually easier to distinguish between the worst and the best employees
than to rank them, an alternation ranking method is most popular. Here subordinates to be
rated are listed and the names of those not well enough to rank are crossed. Then on a form as
shown below, the employee who is highest on the characteristic being measured and the one
who is the lowest are indicated. Then chose the next highest and the next lowest, alternating
between highest and lowest until all the employees to be rated have been ranked.

2. “Paired-comparison ranking”:

This technique is probably just as accurate as alternation ranking and might be more so. But
with large numbers of employees it becomes extremely time consuming and cumbersome.

Both ranking techniques, particularly when combined with multiple rankings (i.e., when two
or more people are asked to make independent rankings of the same work group and their
lists are averaged), are among the best available for generating valid order-of-merit rankings
for salary administration purposes.

ASSESSMENT CENTERS

So far, we have been talking about assessing past performance. What about the assessment of
future performance or potential? In any placement decision and even more so in promotion
decisions, some prediction of future performance is necessary. How can this kind of
prediction be made most validly and most fairly?

360 DEGREE FEEDBACKS

Many firms have expanded the idea of upward feedback into what the call 360-degree
feedback. The feedback is generally used for training and development, rather than for pay
increases.

Most 360 Degree Feedback system contains several common features. Appropriate parties –
peers, supervisors, subordinates and customers, for instance – complete survey,
questionnaires on an individual. 360 degree feedback is also known as the multi-rater
feedback, whereby ratings are not given just by the next manager up in the organizational
hierarchy, but also by peers and subordinates. Appropriates customer ratings are also
included, along with the element of self appraisal. Once gathered in, the assessment from the
various quarters are compared with one another and the results communicated to the manager
concerned.
Another technique that is useful for coaching purposes is, of course, MBO. Like the critical
incident method, it focuses on actual behavior and actual results, which can be discussed
objectively and constructively, with little or no need for a supervisor to "play God."

ADVANTAGES

 Instead of assuming traits, the MBO method concentrates on actual outcomes. If the
employee meets or exceeds the set objectives, then he or she has demonstrated an
acceptable level of job performance. Employees are judged according to real
outcomes, and not on their potential for success, or on someone's subjective opinion
of their abilities.
 The guiding principle of the MBO approach is that direct results can be observed
easily. The MBO method recognizes the fact that it is difficult to neatly dissect all the
complex and varied elements that go to make up employee performance.
 MBO advocates claim that the performance of employees cannot be broken up into so
many constituent parts, but to put all the parts together and the performance may be
directly observed and measured.

DISADVANTAGES

 This approach can lead to unrealistic expectations about what can and cannot be
reasonably accomplished. Supervisors and subordinates must have very good "reality
checking" skills to use MBO appraisal methods. They will need these skills during the
initial stage of objective setting, and for the purposes of self-auditing and self-
monitoring.
 Variable objectives may cause employee confusion. It is also possible that fluid
objectives may be distorted to disguise or justify failures in performance.

BENEFITS OF PERFORMANCE APPRAISALS

 Measures an employee’s performance.


 Helps in clarifying, defining, redefining priorities and objectives.
 Motivates the employee through achievement and feedback.
 Facilitates assessment and agreement of training needs.
 Helps in identification of personal strengths and weaknesses.
 Plays an important role in Personal career and succession planning.
 Clarifies team roles and facilitates team building.
 Plays major role in organizational training needs assessment and analysis.
 Improves understanding and relationship between the employee and the reporting
manager and also helps in resolving confusions and misunderstandings.
 Plays an important tool for communicating the organization’s philosophies, values,
aims, strategies, priorities, etc among its employees.
 Helps in counseling and feedback.
 Rating Errors in Performance Appraisals

Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as
'rating errors'. These errors can seriously affect assessment results. Some of the most common
rating errors are: -

Leniency or severity: -

Leniency or severity on the part of the rater makes the assessment subjective. Subjective
assessment defeats the very purpose of performance appraisal. Ratings are lenient for the
following reasons:

 The rater may feel that anyone under his or her jurisdiction who is rated unfavorably
will reflect poorly on his or her own worthiness.
 He/She may feel that a derogatory rating will be revealed to the rate to detriment the
relations between the rater and the ratee.
 He/She may rate leniently in order to win promotions for the subordinates and
therefore, indirectly increase his/her hold over him.

Central tendency: -

This occurs when employees are incorrectly rated near the average or middle of the scale.
The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts
and anxieties, which the raters have been assessing the rates.

Halo error: -

 A halo error takes place when one aspect of an individual's performance influences
the evaluation of the entire performance of the individual.
 The halo error occurs when an employee who works late constantly might be rated
high on productivity and quality of output as well ax on motivation. Similarly, an
attractive or popular personality might be given a high overall rating. Rating
employees separately on each of the performance measures and encouraging raters to
guard against the halo effect are the two ways to reduce the halo effect.

Rater effect: -

This includes favoritism, stereotyping, and hostility. Extensively high or low score are given
only to certain individuals or groups based on the rater's attitude towards them and not on
actual outcomes or behaviors; sex, age, race and friendship biases are examples of this type
of error.

Primacy and Regency effects: -

The rater's rating is heavily influenced either by behavior exhibited by the ratee during his
early stage of the review period (primacy) or by the outcomes, or behavior exhibited by the
ratee near the end of the review period (regency). For example, if a salesperson captures an
important contract/sale just before the completion of the appraisal, the timing of the incident
may inflate his or her standing, even though the overall performance of the sales person may
not have been encouraging. One way of guarding against such an error is to ask the rater to
consider the composite performance of the rate and not to be influenced by one incident or an
achievement.

Performance dimension order: -

Two or more dimensions on a performance instrument follow each other and both describe or
rotate to a similar quality. The rater rates the first dimensions accurately and then rates the
second dimension to the first because of the proximity. If the dimensions had been arranged
in a significantly different order, the ratings might have been different.

Spillover effect: - This refers lo allowing past performance appraisal rating lo unjustifiably
influence current ratings. Past ratings, good or bad, result in similar rating for current period
although the demonstrated behavior docs not deserve the rating, good or bad.

ROLES IN THE PERFORMANCE APPRAISAL PROCESS


a) Reporting Manager

 Provide feedback to the reviewer / HOD on the employees’ behavioral traits indicated
in the PMS Policy Manual
 Ensures that employee is aware of the normalization / performance appraisal process
 Address employee concerns / queries on performance rating, in consultation with the
reviewer

b) Reviewer (Reporting Manager’s Reporting Manager)

 Discuss with the reporting managers on the behavioral traits of all the employees for
whom he / she is the reviewer
 Where required, independently assess employees for the said behavioral traits; such
assessments might require collecting data directly from other relevant employees

c) HOD (In some cases, a reviewer may not be a HOD)

 Presents the proposed Performance Rating for every employee of his / her function to
the Normalization committee.
 HOD also plays the role of a normalization committee member
 Owns the performance rating of every employee in the department

d) HR Head

 Secretary to the normalization committee


 Assists HOD’s / Reporting Managers in communicating the performance rating of all
the employees

e) Normalization Committee

 Decides on the final bell curve for each function in the respective Business Unit /
Circle
 Reviews the performance ratings proposed by the HOD’s, specifically on the
upward / downward shift in ratings, to ensure an unbiased relative ranking of
employees on overall performance, and thus finalize the performance rating of each
employee

KEY CONCEPTS IN PMS


 In order to understand the Performance Management System at BHARTI, some
concepts need to be explained which play a very important role in using the PMS
successfully. They are:
 Ø KRA’S (KEY RESULT AREAS): The performance of an employee is largely
dependent on the KRA score achieved by the employee during that particular year.
Thus, it is necessary to answer a few basic questions i.e.
 What are the guidelines for setting the KRA’s for an employee?
 How does an employee write down his KRA’s for a particular financial year?
 KRA’s: The Four Perspectives.
 How is the KRA score calculated for an employee on the basis of the targets
sets and targets achieved?

BEHAVIORAL TRAITS:

Some of the qualitative aspects of an employees’ performance combined with the general
behavioral traits displayed by the employee during a year constitutes his behavior traits. An
employee is assigned the rating on the basis of the intensity of the behavior displayed by him.
They play a very important role in the deciding the final performance rating for an employee
as is even capable of shifting the rating one level upwards/downwards.

BHARTI 2010 LEADERSHIP COMPETENCY FRAMEWORK:

This competency framework is a simple and structured way to describe the elements of
behaviors required to perform a role effectively. This framework also tries to assess the
performance of an employee objectively.

THE PERFORMANCE RATING PROCESS:

The rating process tries to explain the four different types of rating that an employee can
achieve i.e. EC, SC, C and PC. It also explains the criteria, which is considered for awarding
any of these ratings to the employee.

PROMOTION AND RATING DISRTRIBUTION GUIDELINES:

The promotion and normal distribution guidelines provide the framework within which the
performance appraisal process has to work. It is very important that the HR department pays
due attention to these guidelines while preparing the bell curves for various functions and the
consolidated bell curve for all the functions. These guidelines also help in deciding upon the
promotion cases in a year.
RATIONALE OF THE STUDY

Performance Appraisal is the important aspect in the organization to evaluate


the employees performance. It helps in understanding the employees work culture,
involvement, and satisfaction. It helps the organization in deciding employees’ promotion,
transfer, incentives, pay increase.

OBJECTIVE OF STUDY:

 The objective of report is to study the plan promotions, salary revisions, promotions,
empowerment, training and development, and also demotions and terminations in SAI
LEAF PLATE INDUTSRY AT KARU
 To identify the source of performance appraisal in SAI LEAF PLATE INDUTSRY
AT KARUR
 To identify the strength and weakness inside the employee in SAI LEAF PLATE
INDUTSRY AT KARUR
 To provide training or reward according the appraisal.
 To study the performance appraisal methodology adopted by SAI LEAF PLATE
INDUTSRY AT KARUR

SCOPE OF STUDY:

 The strength of any organization is its people if people are attended to properly by
recognizing their talents, developing their capabilities and utilizing them
appropriately, organizing are likely to be dynamic and grow fast. Ultimately the
variety of tasks in any organization has to be accomplished by the people. Some of
them may have capabilities to do certain task better than other tasks, and some of
them may not have capability to do the task assigned to them. In any case of the
important process goals of dynamic organization is to assure that its people are
capable of doing the variety of tasks associated with their role/ position.
 My interest is totally in H.R. and the above study would brighten my career in H.R.
 By this study I got an experience about how the organization works, attitude of people
working there also it got a chance to differentiate between practical and theoretical
work.

INDUSTRY PROFILE
A paper cup is a cup made out of paper and often lined with plastic or wax to prevent liquid
from leaking out or soaking through the paper. It may be made of recycled paper and is
widely used around the world.

History

Paper cups have been documented in imperial China, where paper was invented by 2nd
century BC. Paper cups were known as chih pei and were used for the serving of tea. They
were constructed in different sizes and colors, and were adorned with decorative designs.
Textual evidence of paper cups appears in a description of the possessions of the Yu family,
from the city of Hangzhou.

The modern paper cup was developed in the 20th century. In the early 20th century, it was
common to have shared glasses or dippers at water sources such as school faucets or water
barrels in trains. This shared use caused public health concerns. One notable investigation
into their use was the study by Alvin Davison, biology professor at Lafayette College,
published with the sensational title "Death in School Drinking Cups" in Technical World
Magazine in August 1908, based on research carried out in Easton, Pennsylvania's public
schools. The article was reprinted and distributed by the Massachusetts State Board of Health
in November 1909.

Based on these concerns, and as paper goods (especially after the 1908 invention of the Dixie
Cup) became cheaply and cleanly available, local banks were passed on the shared-use cup.
One of the first railway companies to use disposable paper cups was the Lackawanna
Railroad, which began using them in 1909. By 1917, the public glass had disappeared from
railway carriages, replaced by paper cups even in jurisdictions where public glasses had yet
to be banned.

Paper cups are also employed in hospitals for health reasons. In 1942 the Massachusetts State
College found in one study that the cost of using washable glasses, re-used after being
sanitized, was 1.6 times the cost of using single-service paper cups. These studies, as well as
the reduction in the risk of cross-infection, encouraged the use of paper cups in hospitals.
Dixie cups

Dixie Cup is the brand name for a line of disposable paper cups that were first developed in
the United States in 1907 by Lawrence Luellen, a lawyer in Boston, Massachusetts, who was
concerned about germs being spread by people sharing glasses or dippers at public supplies
of drinking water. Luellen developed an ice-cooled water-vending machine with disposable
cups, and with another Bostonian, Hugh Moore, embarked on an advertising campaign to
educate the public and to market his machine, principally to railroad companies. Professor
Davison's study was instrumental in abolishing the public glass and opening the door for the
paper cup. Soon, the devices, which would dispense cool water for a cent, became standard
equipment on trains.

The Dixie Cup was first called "Health Kup", but from 1919 it was named after a line of dolls
made by Alfred Schindler's Dixie Doll Company in New York. Success led the company,
which had existed under a variety of names, to call itself the Dixie Cup Corporation and
move to a factory in Wilson, Pennsylvania. Atop the factory was a large water tank in the
shape of a cup.

Dixie merged with the American Can Company in 1957. The James River Corporation
purchased American Can's paper business in 1982. The assets of James River are now part of
Georgia-Pacific, a subsidiary of Koch Industries, the second largest privately owned company
in the United States. In 1983, production moved to a modern factory in Forks, Pennsylvania.
The original factory in Wilson has sat vacant ever since. The closing of the factory also
prompted Conrail to abandon the Easton & Northern railroad branch, of which Dixie Cups
was the last major customer.

The Dixie Cup logo was created in 1969 by Saul Bass, a graphic designer known for his
motion picture title sequences.

In Canada, "dixie cup" is a common slang term for the red plastic cups used at parties and
games such as beer pong.

The coupon collector's problem is sometimes called the Dixie cup problem.

Manufacture
The base paper for paper cups are called "cup board" and are made on special multi ply paper
machines and have a barrier coating for waterproofing. The paper needs high stiffness and
strong wet sizing. The cupboard grades have a special design for the cup manufacturing
processes. The mouth roll forming process requires good elongation properties of the board
and the plastic coating. A well formed mouth roll provides good stiffness and handling
properties in the cup. The basis weights of the cup boards are 170–350 g/m2.[12]

To meet hygiene requirements, paper cups are generally manufactured from virgin (non-
recycled) materials .The one exception to this rule is when the paper cup features an extra
insulating layer for heat retention, which never comes into contact with the beverage, such as
a corrugated layer wrapped round a single-wall cup.

Waterproofing

Originally, paper cups for hot drinks were glued together and made waterproof by dropping a
small amount of clay in the bottom of the cup, and then spinning at high speed so that clay
would travel up the walls of the cup, making the paper water-resistant. However, this resulted
in drinks smelling and tasting of cardboard.

Cups for cold drinks could not be treated in the same way, as condensation forms on the
outside, then soaks into the board, making the cup unstable. To remedy this, cup
manufacturers developed the technique of spraying both the inside and outside of the cup
with wax. Clay-coated cups disappeared with the invention of polyethylene (PE) coated cups;
this process covers the surface of the board with a very thin layer of PE, waterproofing the
board and welding the seams together.

Printing on paper cups

Originally paper cups were printed using rubber blocks mounted on cylinders, with a
different cylinder for each color. Registration across different colors was very difficult, but
later flexography plates became available and with the use of mounting systems it became
easier to register across the colors, allowing for more complex designs. Printing flexographic
has become ideal for long runs and manufacturers generally use this method when producing
over a million cups. Machines such as Comexi are used for this, which have been adapted to
take the extra large reels that are required by paper cup manufacturers. Ink technology has
also changed and where solvent-based inks were being used, water-based inks are instead
being utilized. One of the side effects of solvent-based inks is that hot drink cups in particular
can smell of solvent, whereas water-based inks have eliminated this problem. Other methods
of printing have been used for short runs such as offset printing, which can vary from
anything from 10,000 to 100,000 cups. Offset printing inks have also been developed and
although in the past these were solvent based, the latest soya-based inks have reduced the
danger of cups smelling. The latest development is DirectX printing, which allows printing
on very small quantities, typically from 1,000 cups, and is used by companies including The
Paper Cup Company offering small quantities in short lead times. Rotogravure can also be
used, but this is extremely expensive and is normally only utilized for items requiring
extremely high quality printing like ice cream containers.

Environmental impact

Recycling. Most paper cups are designed for a single use and then disposal. Very little
recycled paper is used to make paper cups because of contamination concerns and
regulations. Because most paper cups are coated with plastic, both composting and recycling
of paper cups is uncommon.[13] Although paper cups are made from renewable resources
(wood chips 95% by weight), paper products in a landfill may not decompose, or may release
methane if decomposed an aerobically. The manufacture of paper usually requires inorganic
chemicals and creates water effluents. Paper cups may consume more non-renewable
resources than cups made of polystyrene foam (whose only significant effluent is pentane).

Paper vs plastic. A life cycle inventory of a comparison of paper vs plastic cups shows
environmental effects of both with no clear winner. PE is a petroleum based coating on paper
cups that can slow down the process of biodegrading of the paper it coats. PLA is a
biodegradable bio-plastic coating used on some paper cups. PLA is a renewable resource and
is certified compostable, which means that when it biodegrades it does not leave behind any
toxic residues.[17] PLA-lined cups are thus the only paper cups which can be composted fully.
All paper cups can only be recycled at a specialized treatment facility regardless of the lining.
A number of cities – including Portland, Oregon – have banned XPS foam cups in take-out
and fast food restaurants.

Emissions. A study of one paper coffee cup with sleeve (16 ounce) shows that the CO 2
emissions is about .11 kilograms (.25 pounds) per cup with sleeve – including paper from
trees, materials, production and shipping.

Habitat loss trees used. The loss of natural habitat potential from the paper coffee cup (16
ounce) with a sleeve is estimated to be .09 square meters (.93 square feet).

Over 6.5 million trees were cut down to make 16 billion paper cups used by US consumers
only for coffee in 2006, using 4 billion US gallons (15,000,000 m3) of water and resulting in
253 million pounds of waste. Overall, North Americans use 58% of all paper cups, amounting
to a staggering 130 billion cups.

Lids

Paper cups may have various types of lids. The paper cups that are used as containers for
yogurt, for example, generally have two types of lids: a press-on, resealable, lid (used for
large "family size" containers, 250 ml to 1000 ml, where not all of the yogurt may be
consumed at any one time and thus the ability to re-close the container is required) and heat-
seal foil lids (used for small "single serving" containers, 150 ml to 200 ml).

Plate (dishware)
A plate is a broad, concave, but mainly flat vessel on which food can be served.[1] A plate can
also be used for ceremonial or decorative purposes.

Design

Shape

A plate is composed of:

 The well, the bottom of the plate, where food is placed.

 The lip, the outer edge of the plate (sometimes falsely called rim. It can be flat (like a
pizza plate); or inverted (slanting down); or everted (more common, slanting up))
 The rim, which is actually the lip seen in profile—the opening of the vessel;
sometimes with a gilded line.

 The base, which is sometimes used interchangeably with "well", but actually refers to
the underside.

Materials

Plates are commonly made from ceramic materials such as bone china, porcelain, and
stoneware, as well as other materials like plastic, glass, or metal; occasionally, wood or
carved stone is used. Disposable plates, which are often made from paper pulp, were invented
in 1904. Also melamine resin or tempered glass such as Corelle can be used.

Size and type

Plates for serving food come in a variety of sizes and types, such as:[2]

 Saucer: a small plate with an indentation for a cup

 Appetizer, dessert, salad plate, and side plates: vary in size from 4 to 9 inches

 Bread and butter plate: small (about 6–7 inches) for individual servings

 Dinner plates: large (10–12 inches), including buffet plates which tend to be larger
(11–14 inches)

 Platters: oversized dishes from which food for several people may be distributed at
table

 Decorative plates: for display rather than used for food. Commemorative plates have
designs reflecting a particular theme.

 Charger: a decorative plate placed under a separate plate used to hold food, larger
(13–14 inches)

Plates can be any shape, but almost all have a rim to prevent food from falling off the edge.
They are often white or off-white, but can be any color, including patterns and artistic
designs. Many are sold in sets of identical plates, so everyone at a table can have matching
tableware. Styles include:

 Round: the most common shape, especially for dinner plates and saucers

 Square: more common in Asian traditions like sushi plates or bento, and to add
modern style.

 Coupe: a round dish with a smooth, round, steep curve up to the rim (as opposed to
rims that curve up then flatten out)

 Food-themed artwork is common

COMPANY PROFILE

We initiated our firm, A.G. S. Traders, in the year 1995 as a manufacturer, supplier, exporter,
trader and retailer of Disposable Products & Machines. Designing & development of these
products is carried at our workplace using advanced technology and thus, we offer our
products with the assurance of delivering optimum performance. For our customers we have
brought forward Paper Plate Machines, Paper Cup and Paper Plate, to cater to the variegated
needs of manufacturing disposable products. Customers can source the specified range of
offerings at reasonable rates in accordance with their specified needs.

In order to meet the industry laid parameters and to offer our customers, products of
unbeatable quality, we are availed with advanced working facilities. Our infrastructure is vast
and modern equipped with latest range of machinery. In the process, we are incorporated with
a team comprising expert professionals, responsible for meeting company’s goals. From the
day of our initiation, we have followed & maintained stringent working norms and for this
reason, instructed our professionals to accomplish their assigned tasks in a fruitful way. It has
been our utmost consideration to meet our customers’ expectations and to offer them
optimum business opportunities from our end. So, we are here to offer them total satisfaction
and products capable of delivering flawless performance.
Mr. G. Selvaraj is a name that has played a catalyzing role in enabling our firm to attain
enormous growth & success. He, along with his visionary guidance and impeccable ideas, has
helped our team to bring forth qualitative products. Today, we have become a reckoned name
and are committed to carry these attributes, further. We are exporting our products in all over
the world.

Basic Information

 Manufacturer

 Exporter

Nature of Business
 Supplier

 Trader

 Retailer

Year of Establishment
2011

Total Number of Employees


Upto 150 People

Legal Status of Firm


Proprietorship Firm

Annual Turnover
Rs. 50 Lakh - 1 Crore

Trade & Market


Export Percentage
Upto 20%

Infrastructure
Location Type Commercial
Company USP

 Experienced R &  Good Financial


D Department Position & TQM
Primary Competitive Advantage
 Provide
Customized
Solutions

Quality Measures/Testing Facilities


Yes

Statutory Profile
Packaging/Payment and Shipment Details

 Cash  Cheque
Payment Mode

 DD

Shipment Mode
 By Air  By Road

CHAPTER II
REVIEW OF LITERATURE
REVIEW OF LITERATURE

1. U. J. Nwogu & Nath M. Abraham (2013)attempted to evaluate the concern of quality


improvement in educational institutions. The concerns and issues on the structure,
technique, methods and reactions of management of the institutions in implementing
the recommendations of quality circles were evaluated in the study.
2. Chitra Sharma (2013)found that along with quality and process improvement, quality
circles also work as an administrative tool that focuses more on personal
development, increased motivational level, better understanding of process, skill up
gradation and increased decition making skill of members.
3. Murali Rao someswara (2013) analysed and evaluated the quality management
practices in higher education sector. The study aimed at defining quality and tried to
measure the level of quality maintained in MBA programs in various institutions.
4. Sunil Kumar Pradhan and Dr. Suman Kalyan Chaudhury (2012)conducted the study
with three main objectives namely to know the performance management system and
how it helps in organizational development, to assess the efficacy of performance
management as a tool for HR interventions and to know how performance
management leads employee satisfaction, this ultimately increases employee
retention. The study found that the main purpose of performance management is to
link individual objectives and organizational objectives in such a form as to give best
possible platform to the employees to perform at the highest level.
5. Kannan S (2012analysed the sociological aspects of total quality management in
industrial organizations. The study specifically discussed the impact of total quality
management practice in the Society.
6. Ambily A S (2012)Quality of work life as an essential requirement for success of an
organizations was analysed in the study. A positive comparison of the quality of work
life in the private and public sector enterprises in Kerala had been successfully done
in the study.38
7. Dilip Aher (2012)conducted the study with the objectives of exploring the impact of
quality circles on the turnover among the employees in the industries, to find out the
degree of involvement of employees in the decision making process and to study the
level of job satisfaction of the employees from the quality circle concept.

8. Soumendu Biswas and Arup Varma (2012)examined the relationship between


psychological climate and transformational leadership, with employee performance.
The study proved that organizational psychological climate and transformational
leadership predicted job satisfaction. Job satisfaction in turn predicted employee
performance, a composite measure of in-role and extra-role performance.
9. H. James Harrington Frank Oehi & Hal Wiggin (2012)analysed the quality and
productivity problems and improvement opportunities that face the construction
industry today. It was found that there is a lack of good research for improved
approaches and that the construction work is considered as an undesirable profession.
It is also found that there had been slow change over from quality control to TQM. It
was suggested that improved quality and productivity
10. Rajesh Choudhary & Lalit Yadav (2012attempted to focus on the impact of Quality
circles towards employees and organization. Employees’ attitude towards
39participative management is also discussed in detail throughout the study. This
study reveals and suggests that the positive attitude will be developed by the
implementation of quality circles. It leads to overall improvement in organizational
culture as well as performance of employees –
11. NKK Prasanna & Tushar N Desai (2011) proved that quality circle technique to be
very effective for the problem selected by the quality circle members for the
petrochemical industry. Optimization of grease consumption in the centrifuges led to
the reduction in maintenance costs, enhancement in reliability and availability of the
equipment, enhancement of morale and development of a sense of team dynamics
among the employees, which proved to be beneficial to the employees and the
organization as a whole.
12. Madhu Ranjan Kumar (2011)aimed to study how TQM can be used to transform
Indian bureaucracy study was conducted in six units of Indian Government. The study
showed that, within the context of ISO, a prevalence of robust corrective and process
based quality procedures and quality objectives aid the transition of ISO certified
units toward total Quality Management.
13. Syed sheharyar Zaidi (2011) found that among the resource human resource is the
most prized asset for attaining the primary goal – profit making , of any organization .
The study also proved that in the present days competitive environment, where
innovation is the only true source of gaining competitive advantage, the importance of
human resource is more than ever. They identified they importance of training and the
need of training as an on going process.
14. Senthil Genesh & Jerme Joseph (2011) regarded performance review as one of the
most complex and controversial human resource technique in organizations. The
study explored the domain of cognitive complexity of 40executive appraises by
examining perceived organization formalization and experiential perceptions of
performance review system complexity as predictors of appraises executive alienation
in performance review systems.
15. Alessandro Brun (2011)was conducted the research with the objective of giving
Global Vision about total quality management concept. The study indicated that in
order to motivate people within an organization the leadership must consider job
rotation as one of the most important management strategies. The study also
demonstrated quality circles are regarded as the most successful approach for the
systematic development of human motivation.
16. Abhijit Chakraborty, Sudip kr. Deb Sitanath Mokhopadhay & Ranjan
Bhattacharya(2011)attempted to focus on the effect of quality circle when applied in
small enterprises in the competitive world. The study observed that quality circle
implementation is the best effective when management objectives are taken as
promoters task.
17. Sanjeet Sinhgh , Gagan Deep Sharma and Harman Deep Cheema (2011) examined the
effect of performance appraised on an individual as well as on the organizations. The
research found that there is noticeable effect of performance appraisal on the
organization as well as on the individual.
18. Arthi J (2011) attempted to design an integrated model of organizational commitment,
quality of work life and job performance. The study was conducted regarding the
employees in IT sector at Coimbatore. A special integrated model had been suggested
by the researcher.
19. Sobhana G (2011) analysed the relationship between stress management and
leadership styles of the executives. The study was conducted with reference to the
41corporate sector. The study also aimed to analyzing the stress of employees as a
consequence of various leadership styles practiced by the executives in the corporate
sector.

20. Charity Tinofirei (2011) explored unique performance enhancing or inhibiting factors
among Zimbabwean employees in non – profit organizations in Harare. The study
found that non profit organizations use creative sector-specific approaches to motivate
employee performance.
21. Abdul Hameed and Aamer Waheed (2011-)analyzed the theoretical framework and
models related to employee performance. The study found that the success or failure
of the organization depends on employee performance.
22. Mathew Joseph (2010) analysed the role of total quality management in ISO 9000
certified manufacturing organizations. The study was confined to selected units in
Kerala and identified the specific role played by total quality management practices in
getting ISO certification.
23. Unnikrishnan Kartha N R (2010) conducted the study with the objective of analyzing
the impact of ISO 9001-2000 on quality management practices in various
organizations in Kerala. The study revealed that ISO 9001-2000 had a great impact on
quality and quality management practices in the identified organizations in Kerala.
24. Ashok Khurana & Kanika Goyal (2010) explored the performance appraisal practices
of selected Indian Industries. It provides an insight into the concept of performance
appraisal, the method and approaches of performance appraisal, the appraisal process
etc… The study observed that at L&T performance of human resources is appraised at
three levels. That is self appraisal by employee reviewing his past performance,
critical attributes appraisal by immediate supervisor and performance and
development planning for future period by the superior along with the employee. The
study observed that performance appraisal is indispensable to be aware of each
employees abilities, competencies and relative merit and worth for the organization.
25. Akah Ndang William (2010) Studied the role of employee motivation in their
performance. Kannan S and Govinda Rajan S R (2010) conducted a study to
determine whether quality circles in public sector and functioning more effectively
than the private sector in terms of length of participation, training, participates feeling
about QCs and organizational support to QCs The results of the study revealed that
participates from both sectors expressed their improvement in work life after joining
in the QC programme with job satisfaction. However a significant difference was
observed between the sectors in organizational support QC activities. Higher positive
results were found in public sector organizations.
26. Vishal V. Gaikwad & Anita V. Gaikwad (2009) studied the role of quality circles as a
management tool to enhance the effectiveness of library services. Right management-
(2009) proved that- Engaged employees lead to increased productivity; between
customer loyalty and profitability, retention customers loyalty and profitability.
Employee engagement drives improved organizational performance. The research
confirmed that engagement leads to higher financial performance, higher customer
satisfaction and higher employee retention.
27. R. N. Rai (2009)30 carried out the study with the objective of finding how the
behaviour of a person can affect the performance of QC in India. The study revealed
that quality circles have had a significant impact on the reduction in the absenteeism
and grievances but have a minimum impact on the reduction of turnover rate of
employees.
28. B Sripirabaa & Krishnaveni (2009) found that partnering has a negative significant
impact on the functions of performance management system and alignment. Financial
support has a negative impact on alignment, whereas the performance management
systems overall functions has a significant positive impact on alignment. Final support
also has positive significant impact on the performance management systems
functions.
29. V. K. Khanna, B. S. Sahay, Prem Vrat & Ravi Shankar (2007) studied the main
contributing variables to enhance TQM index are leadership, strategic planning,
customer and market focus, and human resource focus in both the market sceneries.
Indian automobile sector had also adopted TQM path but it is still a player of little
consequences in the global auto market. One of the major reasons for dismal
performance of the Indian automobile sector can be attributed 44to the fact that it has
not been able to prioritize and focus on key variables, which are instrumental in
enhancing.

30. Senda Wali (2007) examined the relationship between the extent of TQM
implementation and organizational factors were investigated. The result indicated that
joint-venture, ownership, leadership styles and quality experiences are the most
influential factors that contribute in the TQM implementation. It also suggested that
knowledge of organizational context is useful for explaining and prediciting quality
management practices
31. Maria Liticia Santos Vijande & Luis I Alvarez- Gonzalez – (2007)conducted the study
was to develop an instrument for measuring TQM implementation following the
European Foundation for Quality Management
32. Dileep Kumar M (2007)The research was conducted on total quality management
philosophy. The main objective of the study was to find out the impact of
organizational culture had significant impact on employees and employers behaviour.
33. Singh T P and Singla Nitin (2006)Singh and Singla state that the quality management
has assumed great importance in today’s highly competitive manufacturing industry.
Quality management systems (QMS) has been widely implemented through out the
world. Many firms have arrived at the conclusion that effective QMS implementation
can improve their competitive abilities and provide strategic advantage in the market
place. They recommended a flexible 45approach for implementation be used which
takes in to account, the factors and forces prevalent in the industry.
34. Peter Ebong Ajang (2006)found that job satisfaction was the top motivator among
employees. It also revealed that it was mainly the growth factors (lower order needs)
which were highly valued and given higher motivational importance than the
traditional higher order need factors by the respondents. The study concluded that the
ranking of work related factors that motivate employees may change over time and
may differ significantly from one person to another and also across different groups of
employees.
35. Mukherjee P N (2006) Mukherjee presented comprehensive view of the concepts
principles and practices of quality management systems from the basics through
advanced tools and techniques for practical implementation. The author proved that
the success of QMS depends on a lot on the strong foundation and infra- structure of
an organization and helps to a world- class management system for performance
excellence and global leadership.
36. Lakhal L, Pasin and Liman Mohammed (2006) explored the relation between quality
management practices and their impact on the performance. First, critical
management practices were identified and classified into three main categories:
management, infrastructure and core practices. There after a model linking these
practices and performance is posed and imperially tested. The imperial data were
obtained from a survey of 133 Tunisian companies from the plastic performing sector.
The findings revealed a positive relationship between quality management practices
and organizational performance.
37. Diane M Alexander (2006found that while behavioral change and performance
improvement may be common outcomes of 360 degree process, this 46desired
outcomes are not always achieved and the process can backfire on an organization in
terms of an employees affective and behavioral reaction impacting their motivation
and commitment.
38. T. R. Abo-Alhol, M. Y. Ismail, S. M. Sapnam & M. M. Hamdan(2006) investigated
changes in employee attitude brought about through participation in Quality Circle.
Assessment of circle performance was measured by technical aspects. Results showed
that QCs develop positive attitudes among employees who derive job satisfaction
when they feel that their companies area good place to work and consequently more
willing to extend their efforts for the companies.
39. Divakaran Nair K.S (2005 attempted in developing an instrument for assessing human
resource quality. It also aimed at measuring the impact of total quality management
efforts on human resource quality using the instrument. The study identified two such
tools namely quality improvement teams and quality control circles.
40. Remya T V (2005) Studied performance normalization and identified three
capabilities operate at the three level of the individual the team and the organsation.
The implication for organizations will be to build intervention at all three levels to
attain innovation capability.
41. Michelle Brown and John S Heywood (2005 studied with the objective of estimating
the determinates of performance appraisal systems. The results of the study indicated
that performance appraisal is associated with workers having shorter expected tenure
and greater influence over productivity. The study also revealed that complimentary
human resource management practices such as formal training and incentive pay, are
associated with an increased likelihood of performance appraisal but that union
density is associated with a reduced likelihood of performance appraisal

42. Brett Anthony Hayward (2005) The research investigated the relationship between,
employee performance , leadership and emotional intelligence. It was found that there
is a very strong significant linear relationship between emotional intelligence and
transformational leadership.
43. K.S. Divakaran – (2005) conducted a study with the main objective of designing and
developing an instrument model for measuring human resource quality in different
organizations. It was observed that there is increase in cultural change index in all
organizations. The survey established linkage between TQM practices and QWL. The
study concluded by saying that TQM should aim at continuous improvement in HRQ,
conquering all obstacles which come in the way and Human quality in an organization
provides support to all functions in the journey towards TQM.
44. Sasmita Palo and Nayantara Padhi (2003) found that training creates awareness,
builds employees commitment to quality policy and strategy, facilitates team work,
enhances performance standards and bolsters the skills and abilities of employees.
However, the organization needs to focus more upon improving communication
competencies, multiple skill development and customer value training successful
TQM training in the organization needs more budgetary allocation and commitment,
support and enthusiasm of the top management.
45. Shpresa syla & Gadaf Rex Gopi (2003) conducted a study on quality circles and
found that QC’s present the best way of incorporating the employees in a 48search for
best solution for the problems in enterprise. They also found the advantages and
reason for more effective usage of quality circles
46. R Mukundan (2002) conducted with the finding the 21st century, Indian corporate
have begun the journey of TQM. The journey is very painful yet there is no alternate
road for excellence. TQM is both a goal and a path. Therefore the quality journey is
one that can never end.
47. George Boyne (2002) conducted a study with the objective of evaluating the level of
performance of private sector with the level of performance of public sector. The
study was conducted with the finding that the performance in private sector is more
efficient than the performance in the public sector
48. Shari M Yusof and Elaine Aspin Wall (2000) Analysed the issues in TQM
implementation. They analysis the revealed that TQM is a philosophy mainly
dominated by large companies. Small business are lagging behind larger ones, when it
comes to introducing and adopting new managerial philosophies and advanced
technology.
49. Roberson peter J and sonal J Senevirante (1995conducted a study in 47 organizations
that adopted quality circle process to find out the nature and effectiveness of changes
taking place in private sector and public sector. The study found that changes in
private sector were effective in individual development and the changes in public
sector were more successful in improving system performance
50. Adrian Wilkinson, Mich Marchington & Barrie Dale (1994) examined the issues of
Total Quality Management and the management of human resources. It suggested that
while TQM had been identified as a major innovation in 49management practice,
there had been a preoccupation with the ‘hard’ production –oriented aspects of TQM
rather than the softer HRM elements. However, increasing attention is being paid to
HR issues currently.
51. K.F Sherwood, B G Dale & V Guarrier (1993) examined the relationship between a
programme of quality circles and a process of quality improvement. The study
revealed lack of understanding of what is required to introduced and sustain a process
of continuous quality improvement and a number of mistakes made in the operation
of quality circles
52. Rodger W Grilfeth and Arthus G Bedeian (1989) investigated the effects attributable
to two no task factors gender and age acting as main effects and in interaction on
performance ratings.Mathew P C (1992)56evaluated the personnel management
practices in the cooperative sector in Kerala and suggested the need for introducing
modern personal management practices in the co-operative sector to improve the
efficiency of the employees in the sector.
53. Ricky W Griffin (1988) tested the consequences of implementing quality circles in an
industrial setting. It was found that attitudes, behavior and effectiveness all improve
initially for the experimental group but then dropped back to previous levels.
54. J. de Vries & H . van de Water (1985)concluded that whether quality circles are a
means to improve the quality of working life or not is, among other factors,
determined largely by the characteristics of the production structure. Therefore, more
attention should be focused on the given production structure of organizations
wherever quality circles are initiated.
55. Anthony J. Mento & Rober P. Steel. (1985)In order to assess the effects of a quality
circle programme within a dynamic organizational environment, the authors strongly
recommend the collection of both outcome and process type data within the context of
a rigourous experimental design. Taken together outcome and process measures can
shed a great deal of insight into a more complete understanding of the effects of the
QC process on individual and organizational functioning

CHAPTER III

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

According to Clifford Woody research comprises defining and redefining the


problems, formulating hypothesis or suggested solutions, collecting, organizing and
evaluating data, making deductions and reaching conclusions whether they fit the formulating
hypothesis.

Research Methodology is a procedure designed to the extent to which it is planned


and evaluated before conducting the enquiry and to the extent to which the method for
making decisions is evaluated.
The research methodology if scientifically developed enables the researcher to
establish with high degree of confidence, cause and effect relationship between the research
activities and observed outcomes. This part of the study deals with methodology used in
present investigation. For gaining new knowledge in a particular field it explains the nature of
study, details of sample design, Collection of data, Analysis of data through statistical tools
and interpretation of the data collected.

RESEARCH SUBJECT

The first and foremost step is to select and define the topic of study. Among various
issues what occupies the central position in an organization is the effective utilization and
maintenance of human resources for achievement of organizational objectives and while
managing human resources, the problem of carrying out performance appraisal of executives
stands out very clear.

This topic of study takes into account measuring the existing system of performance
appraisal so as to identify the characteristics features of the same and to understand the
effectiveness of the system towards its objectives with a view to suggesting further
improvements.

RESEARCH DESIGN

A Research Design is the conceptual structure within which the study is to be conducted. It
constitutes the Blue print for Collection, measurement and analysis of data.

NATURE OF STUDY

This study is descriptive and Qualitative in nature i.e. which includes Survey involving
executives & non-executive of taking into consideration attitudes, opinions, behavior and
performance regarding their job.

PREPARATION AND DESIGN OF QUESTIONNAIRE

A Questionnaire was designed for the study and measures the performance level of
executives & non executive with the help of available literature and project guide. The
questions relating to general information of employees, awareness on various aspects of their
job and policies and approach of management were put.
Both closed and open-ended questions were included. Also, all questions were given
in a proper sequence and simple language in order to give a clear picture of the situation
given and to avoid any misunderstanding to the respondents. In the questionnaire, suggestions
of the employees were requested if they want any improvement in the present appraisal
system technique being followed up

SAMPLE DESIGN

A sample is a definite plan obtaining a sample from a given population.

UNIVERSE:-

The first step in developing any sample is to clearly define the Universe (set of objects) to be
studied .The Universe in the present study is restricted to the total number of 500 employees
in the organization.

SAMPLE SIZE:-

In order to make sample representative of the population, it was decided to collect


information from a sample size of 100employees including both technical and non technical
employees.

SAMPLING PROCEDURE:-

After deciding the proper sample size, appropriate sampling technique to be used must be
selected. Therefore, Simple Random sampling technique has been used for collection of
primary data.

DATA SOURCES

Two types of data sources are chosen for the study:

 Primary Sources
 Secondary Sources

PRIMARY DATA:

Primary data was collected by a way of Questionnaire designed for both technical and non
technical employees of SAI LEAF PLATE INDUSTRY AT KARUR. The questionnaire
content questions which include awareness of the employees on various aspects like
organizational objectives, the performance appraisal technique being followed. The collection
of primary data was accomplished at different departments after a personnel visit to all the
departments:

 Works
 Services
 Construction
 Maintenance
 Operations
 Information Technology

The distribution of questionnaire was done on a random basis in all the departments. After a
brief introduction about the purpose of study and the contents of the questionnaire, it was
given to employees and asked to fill up and give their feedback on various factors in the same
and collected hand-to-hand from them.

SECONDARY DATA

Secondary data was collected from various books of Human resource management and
Organizational Behavior of different authors Magazines & Newsletters of SAI LEAF
PLATE INDUSTRY AT KARUR and with the help of internet.

ANALYSIS OF DATA:-

After collection of data, the researcher turns to the task of analyzing it. The responses given
by employees are analyzed in order to present in into meaningful form. Thus, statistical
techniques like Tabulation and graphical representation of data are used. Various bar
diagrams are used in order to present information clearly.

INTERPRETATION OF DATA:-

Lastly, after analysis of data, the findings of the study are studied and represented in a logical
and precise manner so as to arrive at a conclusion of the study and to provide any
recommendations and suggestions on this basis.

CHAPTER IV
DATA ANALYSIS AND INTERPRETATION

TABLE 4.1
GENDER OF THE RESPONDENT
Frequency Percent Valid Cumulative
Percent Percent
Male 51 51.0 51.0 51.0
Valid Female 49 49.0 49.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the gender is 51% of the respondent is male and 49% of the
respondent are female

CHART 4.1
GENDER OF THE RESPONDENT
.
TABLE 4.2
AGE OF THE RESPONDENT
Frequency Percent Valid Cumulative
Percent Percent
Upto 20years 20 20.0 20.0 20.0
20-30 years 24 24.0 24.0 44.0
Valid 30-40 years 30 30.0 30.0 74.0
Above 40 years 26 26.0 26.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the age is 20% of the respondent is age group is up to 20 years,
24% of the respondent is age group is 20-30 years, 30% of the respondent are age group is
30-40 years, 26% of the respondent are age group is above 40 years.

CHART 4.2
AGE OF THE RESPONDENT
TABLE 4.3
MARITAL STATUS OF THE RESPONDENT
Frequency Percent Valid Cumulative
Percent Percent
Married 57 57.0 57.0 57.0
Valid Unmarried 43 43.0 43.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the marital status of the respondent are 57% of the respondent are
married and 43% of the respondent are unmarried .

CHART 4.3
MARITAL STATUS OF THE RESPONDENT
TABLE 4.4
EDUCATIONAL QUALIFICATION
Frequency Percent Valid Cumulative
Percent Percent
SSLC 18 18.0 18.0 18.0
HSC 24 24.0 24.0 42.0
Diploma 23 23.0 23.0 65.0
Valid
UG 19 19.0 19.0 84.0
PG 16 16.0 16.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the qualification of the respondent is 18% of the employee
are completed sslc, 24% of the employee are completed hsc, 23% of the employee are
completed diploma ,19% of the employee are completed ug , 16% of the employee are
completed pg.

CHART 4.4
EDUCATIONAL QUALIFICATION
TABLE 4.5
DEPARTMENT OF THE RESPODNENT
Department
Frequency Percent Valid Cumulative
Percent Percent
HR 8 8.0 8.0 8.0
Production 35 35.0 35.0 43.0
R&D 16 16.0 16.0 59.0
Valid
Accounts 18 18.0 18.0 77.0
Others 23 23.0 23.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 08% of the employee are working in hr department,
35% of the employee are working in production department, 16% of the employee are
working in R&D department, 18% of the employee are working in account department, 23%
of the employee are working in other department.

CHART 4.5
DEPARTMENT OF THE RESPODNENT
TABLE 4.6
YEARS OF SERVICE IN THE COMPANY
Frequency Percent Valid Cumulative
Percent Percent
Upto 2 years 15 15.0 15.0 15.0
2-6 years 28 28.0 28.0 43.0
6-10 years 29 29.0 29.0 72.0
Valid Above 28 28.0 28.0 100.0
10years
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 15% of the employee are working in organization is up
to 2 years, 28% of the employee are working in organization is 2-6 years, 29% of the
employee are working in organization is 6-10 years, 28% of the employee are working in
organization is above 10 years.

CHART 4.6
YEARS OF SERVICE IN THE COMPANY
TABLE 4.7
MONTHLY INCOME

Frequency Percent Valid Cumulative


Percent Percent
Valid Below 10000 23 23.0 23.0 23.0
10000-15000 30 30.0 30.0 53.0
15000-20000 26 26.0 26.0 79.0
Above 20000 21 21.0 21.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 23% of the employee are earn the monthly income is
below 10000, 30% of the employee are earn the monthly income is10000-15000, 26% of the
employee are earn the monthly income is 15000-20000 and 21% of the employee are earn the
monthly income is above 20000.

CHART 4.7
MONTHLY INCOME
TABLE 4.8
SATISFIED WITH THE EXISTING PERFORMANCE APPRAISAL SYSTEM

Frequency Percent Valid Cumulative


Percent Percent
Strongly agree 17 17.0 17.0 17.0
Agree 24 24.0 24.0 41.0
Neutral 27 27.0 27.0 68.0
Valid Disagree 15 15.0 15.0 83.0
Strongly 17 17.0 17.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 17% of the respondent are strongly agree with the
existing performance appraisal system is needed in organization, 24% of the respondent are
said that agree, , 27% of the respondent are says that neutral that existing performance
appraisal system, 15% of the respondent are says that disagree that existing performance
appraisal system, 17% of the respondent are says that strongly disagree that existing
performance appraisal system.

CHART 4.8
SATISFIED WITH THE EXISTING PERFORMANCE APPRAISAL SYSTEM
TABLE 4.9
PERFORMANCE APPRAISAL SYSTEM IS NEEDED IN ORGANIZATION

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 17 17.0 17.0 17.0
Agree 22 22.0 22.0 39.0
Neutral 24 24.0 24.0 63.0
Disagree 22 22.0 22.0 85.0
Strongly 15 15.0 15.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 17% of the respondent are strongly agree with the
existing performance appraisal system is needed in organization, 22% of the respondent are
said that agree, , 24% of the respondent are says that neutral that performance appraisal
system, 22% of the respondent are says that disagree that performance appraisal system,
15% of the respondent are says that strongly disagree .

CHART 4.9
PERFORMANCE APPRAISAL SYSTEM IS NEEDED IN ORGANIZATION
TABLE 4.10
THE PERFORMANCE OF THE ORGANIZATION IS ASSESSED BY SELF,
SUPERIOR OR CONSULTANT

Frequency Percent Valid Cumulative


Percent Percent
Strongly agree 10 10.0 10.0 10.0
Agree 15 15.0 15.0 25.0
Neutral 28 28.0 28.0 53.0
Valid Disagree 23 23.0 23.0 76.0
Strongly 24 24.0 24.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 10% of the respondent are strongly agree with the
performance of the organization is assessed , 15% of the respondent are says that agree,
28% of the respondent are says that neutral with performance of the organization is
assessed, 23% of the respondent are says that disagree ,24% of the respondent are says that
strongly disagree with performance of the organization is assessed.

CHART 4.10
THE PERFORMANCE OF THE ORGANIZATION IS ASSESSED BY SELF,
SUPERIOR OR CONSULTANT

TABLE 4.11
THE PERFORMANCE APPRAISAL HELPS TO WIN COOPERATION AND TEAM
WORK

Frequency Percent Valid Cumulative


Percent Percent
Strongly agree 13 13.0 13.0 13.0
Agree 19 19.0 19.0 32.0
Neutral 31 31.0 31.0 63.0
Valid Disagree 25 25.0 25.0 88.0
Strongly 12 12.0 12.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 13% of the respondent are strongly agree with the win
cooperation and team work , 19% of the respondent are says that agree, 31% of the
respondent are says that neutral , 25% of the respondent are says that disagree that win
cooperation and team work ,12% of the respondent are says that strongly disagree with win
cooperation and team work.

CHART 4.11
THE PERFORMANCE APPRAISAL HELPS TO WIN COOPERATION AND TEAM
WORK
TABLE 4.12

THE PERFORMANCE APPRAISAL IS HELPFUL IN REDUCING GRIEVANCE


AMONG THE EMPLOYEES

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 17 17.0 17.0 17.0
Agree 23 23.0 23.0 40.0
Neutral 28 28.0 28.0 68.0
Disagree 19 19.0 19.0 87.0
Strongly 13 13.0 13.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 17% of the respondent are strongly agree with the
reducing grievance among the employees, 23% of the respondent are says that agree, 28%
of the respondent are says that neutral , 19% of the respondent are says that disagree ,13%
of the respondent are says that strongly disagree with reducing grievance among the
employees.

CHART 4.12

THE PERFORMANCE APPRAISAL IS HELPFUL IN REDUCING GRIEVANCE


AMONG THE EMPLOYEES
TABLE 4.13
THE PERFORMANCE APPRAISAL IS HELPFUL FOR IMPROVING PERSONNEL
SKILL

Frequency Percent Valid Cumulative


Percent Percent
Strongly agree 12 12.0 12.0 12.0
Agree 29 29.0 29.0 41.0
Neutral 21 21.0 21.0 62.0
Valid Disagree 21 21.0 21.0 83.0
Strongly 17 17.0 17.0 100.0
disagree
Total 100 100.0 100.0
INTERPRETATION
The above table shows that the 12% of the respondent are strongly agree with
performance appraisal is helpful for improving personnel skill , 29% of the respondent are
says that agree, 21% of the respondent are says that neutral , 21% of the respondent are
says that disagree ,17% of the respondent are says that strongly disagree with performance
appraisal is helpful for improving personnel skill.

CHART 4.13
THE PERFORMANCE APPRAISAL IS HELPFUL FOR IMPROVING PERSONNEL
SKILL
TABLE 4.14
TRAINING PROGRAMMERS ARE EFFECTIVE FOR INDIVIDUAL AND
ORGANIZATION DEVELOPMENT

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 9 9.0 9.0 9.0
Agree 18 18.0 18.0 27.0
Neutral 32 32.0 32.0 59.0
Disagree 28 28.0 28.0 87.0
Strongly 13 13.0 13.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 09% of the respondent are strongly agree with effective
for individual and organization development , 18% of the respondent are says that agree
with effective for individual and organization development , 32% of the respondent are says
that neutral , 28% of the respondent are says that disagree ,13% of the respondent are says
that strongly disagree with effective for individual and organization development.

CHART 4.14
TRAINING PROGRAMMERS ARE EFFECTIVE FOR INDIVIDUAL AND
ORGANIZATION DEVELOPMENT
TABLE 4.15
THE PERFORMANCE RATINGS WERE DONE PERIODICALLY

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 17 17.0 17.0 17.0
Agree 20 20.0 20.0 37.0
Neutral 30 30.0 30.0 67.0
Disagree 19 19.0 19.0 86.0
Strongly 14 14.0 14.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 17% of the respondent are strongly agree with
performance ratings were done periodically, 20% of the respondent are says that agree with
performance ratings were done periodically, 30% of the respondent are says that neutral ,
19% of the respondent are says that disagree ,14% of the respondent are says that strongly
disagree with performance ratings were done periodically.

CHART 4.15
THE PERFORMANCE RATINGS WERE DONE PERIODICALLY
TABLE 4.16
THE PERFORMANCE APPRAISAL SYSTEM HELPS TO IDENTIFY THE
STRENGTH AND WEAKNESS OF THE EMPLOYEE

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 21 21.0 21.0 21.0
Agree 25 25.0 25.0 46.0
Neutral 21 21.0 21.0 67.0
Disagree 22 22.0 22.0 89.0
Strongly 11 11.0 11.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 21% of the respondent are strongly agree with identify
the strength and weakness of the employee , 25% of the respondent are says that agree,
21% of the respondent are says that neutral with identify the strength and weakness of the
employee , 22% of the respondent are says that disagree ,11% of the respondent are says
that strongly disagree that identify the strength and weakness of the employee.

CHART 4.16
THE PERFORMANCE APPRAISAL SYSTEM HELPS TO IDENTIFY THE
STRENGTH AND WEAKNESS OF THE EMPLOYEE
TABLE 4.17
THE PERFORMANCE RATING IS HELPFUL FOR THE MANAGEMENT TO
PROVIDE EMPLOYEE COUNSELLING

Frequency Percent Valid Cumulative


Percent Percent
Strongly agree 15 15.0 15.0 15.0
Agree 21 21.0 21.0 36.0
Neutral 23 23.0 23.0 59.0
Valid Disagree 26 26.0 26.0 85.0
Strongly 15 15.0 15.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 15% of the respondent are strongly agree with
management to provide employee counselling, 21% of the respondent are says that agree,
23% of the respondent are says that neutral , 26% of the respondent are says that disagree ,
15% of the respondent are says that strongly disagree that management to provide employee
counselling.

CHART 4.17
THE PERFORMANCE RATING IS HELPFUL FOR THE MANAGEMENT TO
PROVIDE EMPLOYEE COUNSELLING
TABLE 4.18
MANAGEMENT FIXES SALARY THROUGH THE PERFORMANCE RATING

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 14 14.0 14.0 14.0
Agree 20 20.0 20.0 34.0
Neutral 26 26.0 26.0 60.0
Disagree 28 28.0 28.0 88.0
Strongly 12 12.0 12.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 14% of the respondent are strongly agree with salary
through the performance rating , 20% of the respondent are says that agree with salary
through the performance rating , 26% of the respondent are says that neutral , 28% of the
respondent are says that disagree ,12% of the respondent are says that strongly disagree that
salary through the performance rating.

CHART 4.18
MANAGEMENT FIXES SALARY THROUGH THE PERFORMANCE RATING
TABLE 4.19
PERFORMANCE RATING HELPS TO FIX INCREMENT

Frequency Percent Valid Cumulative


Percent Percent
Strongly agree 11 11.0 11.0 11.0
Agree 18 18.0 18.0 29.0
Neutral 31 31.0 31.0 60.0
Valid Disagree 29 29.0 29.0 89.0
Strongly 11 11.0 11.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 11% of the respondent are strongly agree with
performance rating helps to fix increment , 18% of the respondent are says that agree with
performance rating helps to fix increment, 31% of the respondent are says that neutral , 29%
of the respondent are says that disagree that performance rating helps to fix increment ,11%
of the respondent are says that strongly disagree .

CHART 4.19
PERFORMANCE RATING HELPS TO FIX INCREMENT
TABLE 4.20
TRANSFER, DEMOTION, SUSPENSION AND DISMISSAL IS BASED ON
PERFORMANCE APPRAISAL

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 16 16.0 16.0 16.0
Agree 23 23.0 23.0 39.0
Neutral 24 24.0 24.0 63.0
Disagree 17 17.0 17.0 80.0
Strongly 20 20.0 20.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 16% of the respondent are strongly agree with
dismissal is based on performance appraisal, 23% of the respondent are says that agree with
dismissal is based on performance appraisal, 24% of the respondent are says that neutral ,
17% of the respondent are says that disagree ,20% of the respondent are says that strongly
disagree with dismissal is based on performance appraisal.

CHART 4.20
TRANSFER, DEMOTION, SUSPENSION AND DISMISSAL IS BASED ON
PERFORMANCE APPRAISAL
TABLE 4.21
THE DESIRED TARGET OF THE ORGANIZATION IS ACHIEVED THROUGH
THE PERFORMANCE APPRAISAL

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 15 15.0 15.0 15.0
Agree 19 19.0 19.0 34.0
Neutral 26 26.0 26.0 60.0
Disagree 20 20.0 20.0 80.0
Strongly 20 20.0 20.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 15% of the respondent are strongly agree with
achieved through the performance appraisal, 19% of the respondent are says that agree with
, 26% of the respondent are says that neutral , 20% of the respondent are says that disagree
with achieved through the performance appraisal,20% of the respondent are says that
strongly disagree the achieved through the performance appraisal.

CHART 4.21
THE DESIRED TARGET OF THE ORGANIZATION IS ACHIEVED THROUGH
THE PERFORMANCE APPRAISAL
TABLE 4.22
PERFORMANCE APPRAISAL INCREASES EMPLOYEE MOTIVATION

Frequency Percent Valid Cumulative


Percent Percent
Valid Strongly agree 14 14.0 14.0 14.0
Agree 23 23.0 23.0 37.0
Neutral 29 29.0 29.0 66.0
Disagree 14 14.0 14.0 80.0
Strongly 20 20.0 20.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 14% of the respondent are strongly agree with
performance appraisal increases employee motivation, 23% of the respondent are says that
agree with , 29% of the respondent are says that neutral , 14% of the respondent are says
that disagree ,20% of the respondent are says that strongly disagree that performance
appraisal increases employee motivation.

CHART 4.22
PERFORMANCE APPRAISAL INCREASES EMPLOYEE MOTIVATION
TABLE 4.23

APPRAISAL SYSTEM KEEPS ON THE MAJOR ACHIEVEMENT AND FAILURE


OR SUCCESS OF WORK

Frequency Percent Valid Cumulative


Percent Percent
Strongly agree 16 16.0 16.0 16.0
Agree 18 18.0 18.0 34.0
Neutral 22 22.0 22.0 56.0
Valid Disagree 23 23.0 23.0 79.0
Strongly 21 21.0 21.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 16% of the respondent are strongly agree with
achievement and failure or success of work, 18% of the respondent are says that agree with
achievement and failure or success of work , 22% of the respondent are says that neutral that
achievement and failure or success of work, 23% of the respondent are says that disagree ,
21% of the respondent are says that strongly disagree .

CHART 4.23

APPRAISAL SYSTEM KEEPS ON THE MAJOR ACHIEVEMENT AND FAILURE


OR SUCCESS OF WORK
TABLE 4.24

HAVE A SEPARATE COMMITTEE TO REVIEW THE PERFORMANCE


APPRAISAL RESULT

Frequency Percent Valid Cumulative


Percent Percent
Strongly agree 17 17.0 17.0 17.0
Agree 23 23.0 23.0 40.0
Neutral 28 28.0 28.0 68.0
Valid Disagree 23 23.0 23.0 91.0
Strongly 9 9.0 9.0 100.0
disagree
Total 100 100.0 100.0

INTERPRETATION
The above table shows that the 17% of the respondent are strongly agree with review
the performance appraisal result , 23% of the respondent are says that agree , 28% of the
respondent are says that neutral , 23% of the respondent are says that disagree with review
the performance appraisal result ,09% of the respondent are says that strongly disagree that
review the performance appraisal result.
CHART 4.24

HAVE A SEPARATE COMMITTEE TO REVIEW THE PERFORMANCE


APPRAISAL RESULT

CHI-SQUARE TEST
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Age * 70 100.0% 0 0.0% 70 100.0%
trainingandtechnology

Age * trainingandtechnology Crosstabulation


Count
trainingandtechnology Total
yes no can’t say
Below 20 years 7 5 7 19
21- 30 years 4 15 5 24
Age 31 - 40 years 3 5 4 12

Above 41 years 6 6 3 15
Total 20 31 19 70

Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 7.111a 6 .311
Likelihood Ratio 7.226 6 .300
Linear-by-Linear .463 1 .496
Association
N of Valid Cases 70
a. 4 cells (33.3%) have expected count less than 5. The
minimum expected count is 3.26.

Symmetric Measures
Value Approx.
Sig.
Nominal by Contingency .304 .311
Nominal Coefficient
N of Valid Cases 70
CORRELATION METHOD
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
superiors * 70 100.0% 0 0.0% 70 100.0%
Areyouhappy

superiors * Areyouhappy Crosstabulation


Count
Areyouhappy Total
yes partly yes no you have a can’t say
mind reaction anything
Strongly agree 2 3 2 2 3 12
Agree 4 2 6 2 4 18
neutral 1 2 1 1 5 10
superiors
Disagree 3 6 0 4 1 14
Strongly 2 4 4 3 3 16
disagree
Total 12 17 13 12 16 70

Symmetric Measures
Value Asymp. Std. Approx. Approx.
Errora Tb Sig.
Nominal by Contingency .436 .424
Nominal Coefficient
Interval by -.043 .116 -.358 .722c
Pearson's R
Interval
Spearman -.039 .116 -.318 .751c
Ordinal by Ordinal
Correlation
N of Valid Cases 70
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.

ONE WAY ANOVA TEST


ANOVA
employeeperformance
Sum of df Mean F Sig.
Squares Square
Between 14.276 4 3.569 3.710 .009
Groups
Within Groups 62.524 65 .962
Total 76.800 69

Multiple Comparisons
Dependent Variable: employeeperformance
Tukey HSD
(I) (J) Mean Std. Sig. 95% Confidence Interval
providingstandards providingstandard Differenc Error Lower Upper
s e (I-J) Bound Bound
Agree .29487 .35698 .922 -.7067 1.2965
neutral .62821 .39262 .503 -.4734 1.7298
Strongly agree
Disagree .15385 .38469 .994 -.9255 1.2332
Strongly disagree -.75275 .37776 .281 -1.8127 .3072
Strongly agree -.29487 .35698 .922 -1.2965 .7067
neutral .33333 .36551 .891 -.6922 1.3589
Agree
Disagree -.14103 .35698 .995 -1.1426 .8606
Strongly disagree -1.04762* .34949 .030 -2.0282 -.0670
Strongly agree -.62821 .39262 .503 -1.7298 .4734
Agree -.33333 .36551 .891 -1.3589 .6922
neutral
Disagree -.47436 .39262 .747 -1.5760 .6273
Strongly disagree -1.38095* .38583 .006 -2.4635 -.2984
Strongly agree -.15385 .38469 .994 -1.2332 .9255
Agree .14103 .35698 .995 -.8606 1.1426
Disagree
neutral .47436 .39262 .747 -.6273 1.5760
Strongly disagree -.90659 .37776 .128 -1.9665 .1533
Strongly agree .75275 .37776 .281 -.3072 1.8127
Agree 1.04762* .34949 .030 .0670 2.0282
Strongly disagree
neutral 1.38095* .38583 .006 .2984 2.4635
Disagree .90659 .37776 .128 -.1533 1.9665
*. The mean difference is significant at the 0.05 level.

employeeperformance
a,b
Tukey HSD
providingstandard N Subset for alpha =
s 0.05
1 2
neutral 12 1.8333
Agree 18 2.1667 2.1667
Disagree 13 2.3077 2.3077
Strongly agree 13 2.4615 2.4615
Strongly disagree 14 3.2143
Sig. .454 .051
Means for groups in homogeneous subsets are
displayed.
a. Uses Harmonic Mean Sample Size = 13.730.
b. The group sizes are unequal. The harmonic mean
of the group sizes is used. Type I error levels are
not guaranteed.

CHAPTERV

FINDING, SUGESSTION AND CONCLUSION

FINDING

1. Majority of gender is 51% of the respondent is male


2. Majority of age is 30% of the respondent are age group is 30-40 years, 26% of the
respondent are age group is above 40 years.
3. Majority of marital status of the respondent are 57% of the respondent are married
4. Majority of qualification of the respondent is 18% of the employee are completed
sslc, 24% of the employee are completed hsc, 23% of the employee are completed
diploma ,
5. Majority of 35% of the employee are working in production department, 16% of the
employee are working in R&D department, 18% of the employee are working in
account department, 23% of the employee are working in other department
6. Majority of, 28% of the employee are working in organization is 2-6 years, 29% of
the employee are working in organization is 6-10 years, 28% of the employee are
working in organization is above 10 years

7. Majority of 23% of the employee are earn the monthly income is below 10000, 30%
of the employee are earn the monthly income is10000-15000, 26% of the employee
are earn the monthly income is 15000-20000
8. Majority 24% of the respondent are said that agree, , 27% of the respondent are
says that neutral that existing performance appraisal system
9. Majority of 22% of the respondent are said that agree, , 24% of the respondent are
says that neutral that performance appraisal system, 22% of the respondent are says
that disagree that performance appraisal system
10. Majority of 28% of the respondent are says that neutral with performance of the
organization is assessed, 23% of the respondent are says that disagree ,24% of the
respondent are says that strongly disagree with performance of the organization is
assessed.
11. Majority of 31% of the respondent are says that neutral , 25% of the respondent are
says that disagree that win cooperation and team work .
12. Majority of 23% of the respondent are says that agree, 28% of the respondent are
says that neutral , 19% of the respondent are says that disagree
13. Majority of 29% of the respondent are says that agree, 21% of the respondent are
says that neutral , 21% of the respondent are says that disagree
14. Majority of 32% of the respondent are says that neutral , 28% of the respondent are
says that disagree ,13% of the respondent are says that strongly disagree with
effective for individual and organization development.

15. Majority of 20% of the respondent are says that agree with performance ratings
were done periodically, 30% of the respondent are says that neutral , 19% of the
respondent are says that disagree
16. Majority of 21% of the respondent are strongly agree with identify the strength and
weakness of the employee , 25% of the respondent are says that agree, 21% of the
respondent are says that neutral with identify the strength and weakness of the
employee
17. Majority of 21% of the respondent are says that agree, 23% of the respondent are
says that neutral , 26% of the respondent are says that disagree
18. Majority of 20% of the respondent are says that agree with salary through the
performance rating , 26% of the respondent are says that neutral , 28% of the
respondent are says that disagree

19. Majority of 18% of the respondent are says that agree with performance rating helps
to fix increment, 31% of the respondent are says that neutral , 29% of the respondent
are says that disagree that performance rating helps to fix increment
20. Majority of 23% of the respondent are says that agree with dismissal is based on
performance appraisal, 24% of the respondent are says that neutral ,
21. Majority of 20% of the respondent are says that disagree with achieved through the
performance appraisal,20% of the respondent are says that strongly disagree the
achieved through the performance appraisal.
22. Majority of 23% of the respondent are says that agree with , 29% of the respondent
are says that neutral , 14% of the respondent are says that disagree ,20% of the
respondent are says that strongly disagree that performance appraisal increases
employee motivation.
23. Majority of 22% of the respondent are says that neutral that achievement and failure
or success of work, 23% of the respondent are says that disagree ,21% of the
respondent are says that strongly disagree
24. Majority of 23% of the respondent are says that agree , 28% of the respondent are
says that neutral , 23% of the respondent are says that disagree with review the
performance appraisal result ,09% of the respondent are says that strongly disagree
that review the performance appraisal result

SUGGESTION

 Appraisal feedback is very important in any performance appraisal program. Should


be carefully communicated by making high performers increase their target and low
performers to build up their confidence
 Suggestion could be obtained from employees regarding framing the performance
appraisal system.
 Overtime should be taken care of at the time of performance appraisal, which would
motivate the employees to perform better for longer hours.
 More training should be offered to the mentally stressed staff which improve their
potential and result in top appraisal points.
 More opportunities should be provided for expressing their ideas and plans to
implement their level performance.
 The whole performance appraisal should be kept more transparent and free from bias
in the future.
 implement more methods of performance appraisal and update the employees about
the type of method used for performance evaluation.

CONCLUSION

Performance appraisal may be understood as the assessment of an individual's performance in


a systematic way. The performance being measured against such factors as job knowledge,
quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-
operation, judgment, versatility, health and the like. It also helps in developing strength and
rectifies weakness of the employees. SAI LEAF PLATE INDUSTRY AT KARUR has been
conducting performance appraisal from the past years from its formation. Employees were
cooperative and fully supporting the performance appraisal in the institution and it was found
to be highly effective in the employee’s performance. SAI LEAF PLATE INDUSTRY AT
KARUR has been running successfully for past several years and has created a good name
among its customers and society. People having poor background are given training and
provided with jobs. Performance appraisal can be conducted more effectively by using the
right tools and properly reviewing and updating the performance appraisal program.
Suggestion from employees and experienced personnel can further enhance and make the
performance appraisal an ideal evaluation system

BIBLIOGRAPHY

Books

 Milovich T.George and Newman M. Jerry, “Compensation Management”, New Delhi,


Tata Mc Graw-Hill Publication Company Ltd, 2005. 
 Aswathappa, “Human Resource Management”, Fifth Edition, Tara Mc Graw- Hill
publishing Company Ltd, 2005. 
 Chabbra T.N, ”Human Resource Management”, Fifth Revised Edition, New Delhi,
Published By Dhanpat Rai and Co. (P) Ltd, Educational and Technical publisher,
2005.
 Kothari C.R, “Research methodology”, New Delhi, New Age International (P) Ltd,
2006.

WEBSITE

 www.google.com
 www.scribed.com
 www.wikipedia.com

ANNEXURE

A STUDY ON PERFROMANCE APPRAISAL IN EVENT MANAGEMENT IN SAI


LEAF PLATE INDUSTRY AT KARUR

QUESTIONARIES

1. Name (optional): ……………………


2. Sex:

a) Male
b) Female

3) Age:

a) Up to 20 years
b) 20- 30 years
c) 30-40 years
d) Above 40 years

4) Marital status:

a) Married
b) Unmarried

5) Educational qualification:

a) SSLC
b) HSC
c) DIPLOMA
d) UG
e) PG

6) Department

a) HR
b) Production
c) R&D
d) Accounts
e) Others

7) Year of service :

a) Up to 2 years
b) 2-6 years
c) 6-10 years
d) Above 10 years

8) Monthly Income: (in Rs.)

a) Below 10,000
b) 10000-15000
c) 15000-20000
d) Above 20000

Please indicate the following factor

a) SA –STRONGLY AGREE
b) A-AGREE
c) N-NEUTRAL
d) DA –DISAGREE
e) SDA-STRONGLY DISAGREE

SA A NUE DA SDA
9 Performance appraisal system is needed in
organization
10 Satisfied with the existing performance appraisal
system
11 The performance of the organization is assessed by
self, superior or consultant
12 The performance appraisal helps to win
cooperation and team work.
13 The performance appraisal is helpful in reducing
grievance among the employees
14 The performance appraisal is helpful for
improving personnel skill
15 Training programmers are effective for individual
and organization development
16 The performance ratings were done periodically
17 The performance appraisal system helps to
identify the strength and weakness of the
employee
18 The performance rating is helpful for the
management to provide employee counselling.
19 Management fixes salary through the performance
rating.
20 Performance rating helps to fix increment
21 Transfer, demotion, suspension and dismissal is
based on performance appraisal
22 The desired target of the organization is achieved
through the performance appraisal
23 Performance appraisal increases employee
motivation
24 Appraisal system keeps on the major achievement
and failure or success of work.
25 Have a separate committee to review the
performance appraisal result