A STUDY ON PERFORMANCE APPRAISAL AT SHIVASHAKTHI BIO PLANTTEEC LTD, (HYDERABAD)

Dissertation report submitted to the Department of Human Resource Management, Andhra University, Visakhapatnam, in partial fulfillment of the requirement for the award of

MASTER OF HUMAN RESOURCE MANAGEMENT

By Mr.G.K.KARTHIK LAVETI
Regd.No. PG 091004018

Under the esteemed guidance of Sri. B. SIVA PRASAD Associate Professor

GAYATRI VIDYA PARISHAD COLLEGE FOR DEGREE & P.G. COURSES (AUTONOMOUS) (AFFILIATED TO ANDHRA UNIVERSITY) VISAKHAPATNAM

2009-2011

CERTIFICATE
This is to certify that the project report entitled "A STUDY ON PERFORMANCE APPRAISAL AT SHIVASHAKTHI BIO

PLANTTEEC LTD, HYDERBAD is a bonafide work done under my direct supervision and guidance.

Place: Date:

Teacher Guide

DECLARATION

I hereby declare that this project report entitled PERFORMANCE APPRAISL AT SHIVASHAKTHI BIO PLANTTEEC LTD. HYDERBAD submitted by me to the Department of M.H.R.M. Gayatri Vidya Parishad, College for Degree & P.G courses (Autonomous) affiliated to Andhra University, Visakhapatnam is a bonafide work under taken by me at SHIVASHAKTHI BIO PLANTTEEC LTD and is not submitted to any other University or Institution for the award of any degree or diploma.

Place: Date: (G.K.KARTHIK LAVETI)

PREFACE
Performance of quality, appraisal quantity, is cost, a method and by which the by job the

performance of an employee is evaluated (generally in terms time) typically corresponding manager or supervisor. Performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone. Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified. The process was firmly linked to material outcomes. If an employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order. If the human factor does not enjoy work is quite monotonous and this leads to job dissatisfaction. This in turn would directly or indirectly affect their work as well as the organization that they are working for. Keeping in view the different aspects of performance Appraisal, This study has been done to know the performance levels of employees

towards their tasks, responsibilities and the like within the industry.

ACKNOWLEDGEMENT
It is my pleasure to express my sincere thanks to the H.R.M Department of Gayatri Vidya Parishad for granting me permission to complete my project. I take privilege of expressing my sincere gratitude to principal Prof. P.RajaGanapathi and also I would like to thank Mr. B.Siva Prasad Associate Professor & Head of the Department. of HRM. For giving permission to do my project at Shivashakthi Bio Plantteec Ltd, Hyderabad. With out whose guidance I wouldnt have completed my task successfully. And I thankful to Kr.Karunakar Faculty member and Block field work incharge for giving me project and his guidance to complete my field work. I express my heart full thanks to my project guide Mr. B.Siva Prasad Associate. Professor Dept. of HRM for his sustained encouragement and rendering a persistent motivation and guidance for this dissertation. I am also indebted to express my grateful to Sri. Bijoy Francis GM - HR & Learning at Shivashakthi Bio Plantteec Ltd. For providing extensive information required for my project work. I further extended my thanks to all the faculty members of HRM Department for the successful completion of my project.

And also I finally convey my thanks to my friends for help me out a lot in completion of this dissertation.

INDEX
CHAPTER-1
Performance appraisal
Theoretical Framework

CHAPTER - 2
Organizational Profile

CHAPTER-3
Present Study / Methodology Aims and Objectives Scope of the Study Methodology

CHAPTER 4
Analysis And Interpretation Of Data

CHAPTER 5
Findings Suggestions Conclusions
6

ANNEXURE BIBLIOGRAPHY

CHAPTER I
THEORETICAL FRAMEWORK

INTRODUCTION

Performance appraisal is a systematic evaluation of the individuals with regards to his (or) her performance on the job and his potential for development. Performance appraisal is the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed. For the purpose of administration including placement, selection for

promotion, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally. Appraisal should be future oriented activity that provides workers with useful feedback and coaches them to higher levels of performance. Appraising the performance of individuals, groups and organizations is a common practice of all societies while in some instances these appraisal processes are structured and formally sanctioned. In other instances they are an informal and integral part of daily activities. Performance Appraisal is the most powerful and least expensive for directing, managing and developing the performance and potential of teams and individuals. Performance Appraisal is the systematic description of an employees job relevant strengths and weaknesses. 8

Performance Appraisal is the method of evaluating the work allotted to the employee in the work area. Performance Appraisal is a process of summarizing, assessing and developing the work

performance of an employee. The basic purpose is to find out how; well the employee is performing the job and establish a plan of improvement. Performance Appraisal can also provide data to

determine promotion, transfer and even demotions of the employee. It has direct bearing on another personal decision. Performance Appraisal is a continuous process in every largescale organization. It may involve goal setting, employee selection, placement and compensation, training and development and career management. Performance Appraisal is creating a shared vision of the purpose and aims of the organization, helping each individual employee to understand and recognize their part in contributing to them there by managing and enhancing the performance of both individuals and the organization. A properly developed appraisal process can serve as contract between the team numbers and the team. It informs people about what expected and how performance will be appraised. By using the techniques and applying the skills, individual and the team can construct a meaningful appraisal tools and use a process that serves the purpose, you want, like clarifying expected

performance, focusing team work, reviewing progress and developing performance and the team can use the tool for continuous

improvement of performance and development of potential to perform more complex tasks. After the First World War, the systematic performance appraisal was quite prominent: credit goes to Walter dill Scott, for the systematic performance appraisal technique of "MAN TO MAN RATING SYSTEM OR MERIT RATING". It was used for evaluating military officers. Individual concerns also ordered this system during 1890861940for evaluating hourly paid worker. However with increase in training and management development programmers. Froml950's Management started adopting performance appraisal for personnel, the term "MERRIT RATING" had been changed in to "employee appraisal or PERFORMANCE APPRAISAL". This is not a mere change in the term, but a change in the term and a change in the scope of the activity as the emphasis. Merit rating was limited to personnel traits, where as performance performance. The appraisals of individuals in an employment has been labeled and described by experts over the years in different ways; common descriptions include performance appraisal, merit rating, behavioral assessment, employee evaluation, personnel review, progress report, staff assignment, service rating and fitness report. appraisal covers results, accomplishments and

DEFINITIONS:

10

"PERFORMANCE APPRAISAL to all formal procedures aimed working organization to evaluate personalities and contributions of one potential group members".
-

Dale

Yoder

The function of performance appraisal, it seeks to provide an adequate performance. It supports to serve as a basis for improving or changing behavior towards some more effective working habits. It aims at providing data managers with whom they may judge future job assignments and compensation.
- Levinson

feedback

to

each

individual

for

his

or

her

APPROACHES TO PERFORMANCE APPRAISAL

Generally speaking 2 approaches are used in making

performance appraisal. A casual, unsystematic and often haphazard appraisal main basis being seniority or quantitative measures of quantity and quality of output for the rank and file personnel. The traditional and highly systematic measures of employee

characteristics and employee contributions or both. It evaluates all the performances in the same manner utilizing the same approach, so that the rating obtained of separate personnel or comparable.

11

IMPORTANCE APPRAISAL

AND

PURPOSE

OF

PERFORMANCE

Performance appraisal has been considered as a most significant and indispensable tool for an organization, for the information it provides is highly useful in making decisions regarding various personal aspects such as promotion and merit increases. The main purpose is to determine what aspects of performance need to be evaluated. A distinction has to be made between performance on the job and potential for upward mobility. Sometimes only the potential i.e., the ability of the individual and his capacity for development is evaluated. However in most of the cases, raters are asked to assess both the areas.

Formal Performance appraisal plans are designed to meet three needs:

To

provide systematic judgments to backup salary increases,

transfers, demotions or terminations. They are means of telling a sub-ordinate how he is doing and suggesting needed changes in his behavior, attitudes, skills or job knowledge. They let him know Where he stands "

Superiors
individual

use them as a base for coaching and counseling the

12

 Performance
increases,

appraisal determines who shall receive merit counsels employees on their improvement,

determines training needs, determines promo ability, Identifies those who should be transferred. More over it improves employees job performance, encourages employees to express their views are to seek clarification on job duties, broadens their outlook, capacity and potential, promotes a more effective utilization of man power and improves placement, facilitates selection, reward and promotion of the best qualified employee, prevents grievances and increases the analytical abilities of superiors.

FUNCTIONS OF PERFORMANCE APPRAISAL

It aims at providing data to managers with which they may judge

future job assignments and compensations.

It

seeks to provide an adequate feed back to each individual for

his or her performance

It

supports to reserve as a basis for improving or changing

behavior towards some more effective working habits The overall objective of Performance appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible efforts from individuals employed in it. Such appraisals achieve four objectives including the salary reviews, the development and training of the individual, planning job rotation and assistance promotions."

13

CUMMING

PERFORMANCE APPRAISAL AS A SYSTEM OF HRD

Human resource department has gained increased attention in the last decade from human resource specialists, training and development professionals, chief executives and line managers. Many discussions of HRD have been integrated in to research, training, organizational design and change in the next decade, there is likely to be a knowledge explosion in HRD. Concept of HRD in the organizational context is a process by which the employee of organization are helped in a continuous, planned way to Acquire or sharpen capabilities required to perform various functions associated with them present or expected further roles. Develop their general capabilities as individuals and discover and exploit their own and organizational development purpose. NEED OF PERFROMANCE APPRAISAL:

Provides information about the performance ranks of

employee basing on which decisions regarding salary fixation, conformation, promotion, transfer etc. Provide feedback information about the levels of

achievement and behavior of subordinate. This information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work if

14

necessary. Provide information which help to counsel the subordinate. A process which employees identify strengths and

weaknesses to improve the performance on the present and future jobs. Provide information about the performance ranks basing on which decisions regarding salary fixation, conformation, promotion, transfer etc. Provide feedback information about the levels of

achievements and behavior of subordinate. This information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work if necessary. Provide information which help to counsel the subordinate. To prevent grievances and in disciplinary activities.

OBJECTIVES OF PERFORMANCE APPRAISAL:

Enables employees to develop role clarity continuously and consequently do right things and avoid time wastage. Develops a discipline of planning and review of ones own performance systematically.

15

 Increases mutuality between each employee and his superior and strengthen relationships. Helps to prepare employees for handling future

responsibilities by continuously reinforcing development qualities. To be an instrument to ensure that employees give a desired level of performance by attaching rewards and punishment for variation in performance levels. To control the behavior of employees.

USES OF PERFORMANCE APPRAISAL:

Performance appraisal system can be put to several uses covering the entire spectrum of personnel, human resource functions in an organization. The illustrative list of uses of performance appraisal to promote a variety of management objectives include: Systematic efforts to tune performance, based on performance results, appropriate feedback and corrective actions. Input for an array of personnel decisions such as placements, transfer, promotion and reward. To identify individual with high potential. To develop career and succession planning. To analyse training and development needs. To take decisions on termination. Human resource planning. 16

For individual and organizational problems. To validate selection and recruitment tests and procedures by

making effective use of performance appraisal system, an organization ma)' seek to Improve productivity. Create a positive work environment. Furnish information for other human resource sub systems. Stimulate, recognize and reward achievement.

Performance appraisal system involves at least 2 parties, the appraisers (who does the appraisal) and the appraise (whose performance is being appraised).the appraise should know the following aspects of performance appraisal, what, why, how, when and by whom? In the context of performance appraisal, the appraise expects the following from the appraisers.

THE EVALUATION PROCESS

The process of evaluation begins with the establishment of

performance standards. At the time of designing a job and formulating a job description, performance standard are usually developed for the position. This standard should be clear and not vague and objective enough to be understood.

The second step is to communicate these standards to the employee for the employee left to himself or herself, would find it difficult to guess what is expected of them.

17

The third step to the measurement of performance is to determine what actual performance is, it is necessary to acquire information about it. The fourth step is the comparison of actual performance with standard performance.

PURPOSE OF PERFORMANCE APPRAISAL SYSTEM: Effective performance appraisal systems contain two basic systems operating in conjunction: an evaluation system and a feedback system. The main aim of the evaluation system is to identify the performance gap (if any). This gap is the shortfall that occurs when performance does not meet the standards set by the organization as acceptable. The main aim of the feedback system is to inform the employee about the quality of his or her performance. However, the information flow is not exclusively one way. The appraisers also receive feedback from the employee about job problems, etc.) One of the best ways to appreciate the purposes of performance appraisal is to look at it from the different viewpoint of the main departments: the employee and the organization.

Employee viewpoint
From the employee viewpoint, the purpose of performance appraisal is four-fold 1) Tell me what you want me to do 2) Tell me how well I have done it 18

3) Help me improve my performance 4) Reward me for doing well

Organizational Viewpoint
From the organizations viewpoint, one of the most important reasons for having a system of performance appraisal is to establish and uphold the principle of accountability. For decades it has been known to researchers that one of the chief cause of organizational failure is non alignment of responsibility and accountability. Non alignment occurs where employees are given responsibilities and duties, but are not held accountable for the way in Which those responsibilities and duties are performed. What typically happens is that several individuals or work units appear to have overlapping roles. The overlap allows- indeed actively encourages each individual or business unit to pass the buck to the others. Ultimately, in the several non aligned systems, no one is accountable for anything. In this event, the principle of accountability breaks down completely. Organizational failure is the only possible outcome. In cases where the non-alignment is not so severe, the organization may continue to function, albeit inefficiently. Like a poorly made or badly tuned engine, the non-aligned organization may run, but it will be sluggish, costly and unreliable. One of the principle aims of performance appraisal is to make people accountable. The objective is to align responsibility and

19

accountability at every organizational level. Features of effective performance appraisal methods Strong belief from both the sides. Proper performance planning. Focus on result-oriented appraisals. Objective assessment/rating Performance linked pay Regular appraisal interview

Feedback and counseling creating a performance based

culture PROCESS OF PERFORMANCE APPRAISAL SYSTEM: There certain stages while evaluating the performance of an individual mostly they consider certain factors relating to the job and their behavior in the organization. The following stages in the process of performance appraisal system: Step 1: Creating and setting up performance standards: This should be done for every employee at each level in every department, accordance with the organizational goals. These standards should be clear and objective, capable of being understood and measured. Step 2: Mutually set identifiable and measurable goals: Setting mutually the identifiable and measurable goals

communicate with the employees to discuss with them how best the goals can be set in an identifiable measurable manner. Seek 20

information about their expectations regarding the performance standards. Step 3: Measuring present level of performance: The present level of performance in assessed by collecting information relating to it from managers and personal observation by oral or written reports.

Step 4: Comparing and appraising the present level of performance: The focus here is to note the deviations in the actual performance from the set standards. Step 5: Discussing the appraisal with the employees: To ensure that the appraisal is transparent and free from bias or subjectivity, discuss with the concerned employees. The employees may raise his\her objections in case the appraisal is far from reality. Free exchange of such information reduces not only the scope for subjectivity errors in the process of appraisal but also may strengthen the morale and self-esteem of the employees. When the appraisal is discussed with the employees it is likely that the employees may take it positively or negatively. Particularly, where the appraisal is negative, the employee is to be handled with a lot of care so that he does not get disillusioned. Step 6: Identify and initiate the corrective action: Identify and initiate the corrective action where necessary suitable corrective action may be identified and initiated immediately. At times, this may yield only temporary results. Immediate corrective action is often described as putting out fire . Most often, this may not be the solution. It is necessary to identify the source of deviation and try to adjust the difference permanently. This calls for corrective action 21

for permanent results. Though it may be difficult or time- consuming to go to the source of deviation, it saves time and resources tomorrow when the problem may get bigger.

PROCESS OF PERFORMANCE APPRAISAL SYSTEM

22

WHO WILL APPRAISE?

The performance supervisor is the right person to evaluate the performance of the employee. It is because the supervisor monitors the progress of the employee on a day- to day basis. 23

PEERS

Peers are those who are more knowledgeable about the job or work. They will tell whether the performance of the employee is satisfactory or not by observing his Year long accomplishments or activities.
SUBORDINATES

The subordinates access the performance of the manager and this is not very common in our country, at least.
MANAGER BY HIMSELF OR HERSELF

This is called self-appraisal. The manager is encouraged to access his own performance and forward this report to the management for necessary action.
USERS OF SERVICES:

Most of the times, the customers of the services are the real judges of the performance the department. The personnel in the service department can be assessed based on the customer satisfaction surveys.

CONSULTANTS
More often, an outside consultant is engaged for appraising

the performance of the employee at different levels. This method is preferred to overcome the problem of bias or subjectivity in the process of appraisal. The success of performance appraisal richly depends on how best it is carried out in an unbiased manner performance appraisal is a tool to diagnose the deficiencies of the employees skill and Knowledge, and also to determine their training and development needs.

24

METHODS OF PERFORMANCE APPRAISAL:

To make an effective evaluation of the performance of appraise, the appraiser should select a particular technique. Several methods and techniques of appraisal are available for measuring the performance of an employee. There are differed for various reasons. They are broadly categorized into two categories. Traditional methods Modern methods TRADITIONAL METHODS: The traditional method lay emphasis on the rating on the individuals personality traits, such as initiative, dependability, drive, responsibility, creativity, integrity, leadership potential, intelligence, judgment, organization ability, etc, The various traditional methods are:

Straight ranking method Man to man comparison method Grading Graphic rating scales Forced choice description method Forced distribution method Checklist Free from essay method Critical Incidents
25

 Group Appraisal Field Review Method Paired comparison method

MODERN METHODS:
Modern methods place more emphasis on the evaluation of work result job achievements than on personality traits. Result oriented appraisals tend to be more objective and worthwhile, especially for counseling and development purposes. The modern methods are: Assessment Centers Appraisal by Result or Management by Objective Human Asset Accounting Method Behaviorally Anchored Rating Scales (BARS) 360-Degree Performance Appraisal

360-Degree Performance Appraisal:

This is one on the latest and widely used method of performance appraisal. In this method not only superior but also peers and subordinates do the appraisal. Hence this is a method where each and every person with whom the employee may interact during his work does the appraisal of one person. This is an effective method among all since this is method in which there is a possibility of hundred percent discussions with people disregarding with their cadres and also possible for receiving more ideas from all. They may include the security guard, the receptionist, the sweepers evade boys and of course his superior, subordinates and peers. 26

IMPLEMENTATION PERFORMANCE

&

EVALUATION

SYSTEM

OF

APPRAISAL:

After developing a concrete performance appraisal system, its effective implementation and evaluation is proceeded with along with the rater, rate should also aware of the structure and content of the performance appraisal system the framework of evaluation process. Hence the rates should fully inform about these aspects because the information provided by them will not fully serve purpose with out having knowledge about these various aspects. Once the information is obtained from the rates, an unbiased and objective evaluation is done and the conclusion is derived. Performance Appraisal is a NINE- Step Process: Establish performance standards. Communicate standards \ expectations to employee. Measure actual performance by following the

instructions. Adjust the actual performance with that of others and previous. Compare the adjusted performance with standards and find out

BENEFITS OF APPRAISAL:
It offers a rare chance for a supervisor and subordinate to have time out for a one-on-one discussion of important work issues that might not otherwise be addressed. 27

 Almost

universally,

where

performance

appraisal

is

conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct existing problems, and to encourage better future performance. Thus the performance enhanced. For many employees, an official appraisal interview may be the only time they get to have exclusive, uninterrupted access to their supervisor. of the whole organization is

Motivation and Satisfaction:

Performance appraisal can have a profound effect on levels of employee motivation and satisfaction- for better as well as for worse. Performance appraisal provides employees with there recognition of their work efforts. The power of social recognition as an incentive has been long noted. Infect there is evidence that human beings will even prefer negative recognition in performance to no recognition at all.

Training and development:

Performance appraisal offers an excellent opportunity perhaps the best that will ever occur- for a supervisor and sub-ordinate is to recognize and agree upon individual and training development needs. 28

During the discussion of an employees work performance, the presence or absence of work skills can become very obvious- even to those who habitually reject the idea of training for them! From the point of view of the organization as a whole, consolidated appraisal data can form a picture of the overall demand for training. This data may be analyzed by variables such as sex, department, etc. In this respect, performance appraisal can provide a regular and efficient training needs audit for the entire organization.

Recruitment:
Appraisal data can be used to monitor the success of the organizations recruitment and induction practices. Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. It is possible to assess whether the general quality of workforce is improving, staying steady, or declining.

Common Mistakes:
Where performance appraisal to work as well as it should, lack of support from the top levels of management is often cited as a major contributing reason. Opposition may be based on political motives, or more simply, on ignorance or disbelief in the effectiveness of the appraisal process. It is crucial that the top management believes in the value of appraisal and expresses their visible commitment to it. Top mangers are powerful role models for other managers and employees. Those attempting to introduce performance appraisal or event to reform an existing system must be acutely aware of

29

importance of political issues and symbolism in the success of such projects.

Fear of Failure:
There is a stubborn suspicion among many appraisers that a poor appraisal result tends to reflect badly upon them also, since they are usually the employees supervisor. Many appraisers have a vested interest in making their subordinates look good on paper. When this problem exists (And it can be found in many organizations), it may point to a problem in the organization culture. The cause may be culture that is intolerant of failure. In other words, appraisers may fear the possibility of repercussionsboth for themselves and the appraisee.

Appraiser preparation:
The bane of any performance appraisal system is the appraiser who wants to play it by ear. Stressing the importance and technical challenge of good performance appraisal should actively discourage such attitudes. Perhaps drawing their attention to the contents of this web site, for example, may help them to see the critical issues that must be considered. Employee participation: Employee should participate with their supervisors in the creation of their supervisors in the creation of their own performance goals and development plans. Mutual agreement is a key to success. A plan wherein the employees do not mean that employees do not mean that employees do not desire guidance from their supervisor indeed they very much do.

Features of effective Appraisal Methods: 30

 For an effective method the following features should exist in the system. There should be strong belief from both the sides. Proper performance plannings should be done. Focus should be on result oriented appraisals. There should be objective assessment/rating. Performance linked pay should be conducted. There should be continuous feedback and counseling.

PROBLEMS OF PERFORMANCE APPRAISAL:

The ideal approach to performance evaluation is that in, which the evaluator is free from personal biases, prejudices. This is because when an evaluation is objective, it minimizes the potential and dysfunctional behavior of the evaluator, which may be detrimental to the achievement of the organizational goals. There are many significant factors, which deter or impede objective evaluation.

These factors are:

HALO EFFECT: One factors excellent score affects the score

or the other factor.

HORN EFFECT: Unsatisfactory rating on one factor on one

factor affects the score on other factor.

31

 STRICT RATING: Being over conservative and strict in rating. CENTRAL TENDENCY: Most of the factors are given average
rating.

LENIENT RATING: Being relatively more easy and lenient in a

rating.

LATER BEHAVIOUR:

Being not\rant of most commonly

demonstrated behavior during entire period.

INITIAL IMPRESSION: Rating is influenced by the initial

impression of the rate on the rater.

SPILL OVER AFFECT: Using past rating unjustly to rate current.

Performance.

STATUS AFFECT: Rating affected by the status of the rate. SAME AS ME: Rating highly as the rater and rate share
common qualities and attitudes.

DIFFERENT FROM ME: Rating lowly as the rater and rate have
different and conflicting qualities and attitudes.

CONTRAST others already rated. EFFECT: Rating a person in comparison to.

32

Chapter-II
Company Profile

33

ORIGIN:Shivashakthi has been of established the farming backbone of of above more than 56 in the year 1996 our The in 16

Vijayawada Located in Andhra Pradesh. The on the economic growth country, as group has agriculture reached a is the turnover with

focus of the company is community of our country. branches

Rs. 137 crores for the

financial year 2010 - 2011

states , dynamic & enthusiastic man

power all over the country.

PHILOSOPHY:Mr. G.V. Anjeneylu the chief mentor of the company believes that unless the rural areas and the farmers , rural artisans , economically poor people of rural areas are developed , one cant think of development of our country. It is because, 6070% of our countrys population lives in rural areas and 70-80% depends on agriculture either directly or indirectly. So, Mr Anjeneylu thought of starting a business targeting the farmers and other backward people residing in rural areas.

VISION OF THE GROUP:To provides best agro solutions be a global corporation that that Empowers farming community

and adds prosperity to their lives by creating awareness.

MISSION OF THE GROUP: To environment inspiring of fairness, achieve the objectives in an this honesty and courtesy towards the

customers, employees, vendors and society at large. Guided by the quality of human life and the environment.

credo we hope to reach many a milestone in endeavor for

34

CORE VALUES OF THE GROUP:Quality: The Company commits to constantly improve the products and services so as to become the best. Leadership: The Company commits to set highest standards in the business. Positive Attitude: The Company believes that remaining positive and looking ahead is essential to achieve goals. Work Environment: The Company builds a motivating work place where people can realize their professional ambitions. The employees must be caring, respectful, compassion and humanity for the colleagues and customers and always work for the benefit of the communities they serve. Society: The Company contributes to the society through economic contribution, positive benefits of the customers. It continues to be responsible, sensitive to the communities and environments in which the employees work, always ensures that what comes from the people goes back to the people many times over. Unity: The Company works cohesively with the colleagues and customers in building strong relationships based on tolerance, understanding and mutual cooperation. Trust: At Shivashakthi employees trust one another as individuals, encourage diversity in the workplace, and value the capabilities and contribution of each employee. Integrity: Shivashakthi engages in business activities that are consistent with its reputation for integrity and quality. The company expects its employees to act with personal and professional integrity with employees and customers. The company conducts the business fairly, with honesty and transparency. Culture: The culture of Shivashakthi can be ascribed as one of the best, which reflect in the satisfaction of both external and internal customers. Shivashakthi believe in valuing its employees so that the 35

satisfied employees will take care of customers effectively and continuously strive for achieving the dynamic expectations of the customers. The culture which has been practiced and built over the years resulted in achieving 100% satisfaction.

GROUP OF COMPANIES:1. 2. 3. 4. 5. Shivashakthi Bio Plantteec Limited Nava- Barat Fertilizers Limited Nava-Kisan Bio Plantteec Limited Navshakthi Infratech Limited Vinuthna Fertilizers

PRODUCTION UNITS:The production units are established in various states to support the Branches. Presently the production units are located at: Andhra Pradesh Gujarat Karnataka Madhya Pradesh : Uttar Pradesh Uttarakand : : : : : Medchal Bhavnagar, Ankaleswar Hallur, Hospet Jabalpur Gajarola Basthi

STOCK POINTS:The stock points are established in various states to support the branches. Presently the stock points are located at: Andhra Pradesh: Kurnool, Anantapuram, Markapuram, Emmiganoor, Warangal, Nalgonda, Tirupathi, Kadapa, Kavali, H.Junction. Bihar Sarai, Muzaffapur, Maheshkut, Katiahr, 36 : Patna, Chapra, Bettiah, Madubani, Dalsingh,

West Bengal Maharashtra

: :

eliguri, Maldah Aurangabad, Nasik, Akola, Nagpur, Solapur, Chandrapur, Dhule, Nanded Indore, Mandsaur, Shivapuri

Madhya Pradesh : Rajasthan Haryana Uttar Pradesh Gujarat Karnataka : : : :

Jaipur, Hanumangarh, Jodhpur, Baran, Ramgarh Jind, Rewadi Allahabad, Muzaffarnagar, Bahraich, Bareilly, Kanpur, Tundla Hansapur, Rajkot

: chitradurga, Ngalore, Hubli, Bijapur,Hassan.

COMPANY PRODUCTS: Teak Saplings Horticulture Saplings Plant Growth Promoters Micronutrients Flowering Agent Bio - Pesticides Bio - Fertilizers Organic Manure 1. TEAK SAPLING:The growth of any plant depends on its planting material . Incase of timber trees , it is necessary to use the planting material derived from selected plus trees , i.e. trees that have a strong main stem , grow straight and have high resistance to pests and diseases, yield qualitatively and quantitatively superior timber . The genetically superior teak saplings are produced from such plus trees through seed , cutting , buds , or roots by Using the modern propagating and green- house technologies. 37

2. HORTICULTURAL PLANT SAPLINGS: These are high yielding fruit plants. Fruit plants grow stronger within a short span and offers high yields. High quality of yield ensures long strong life. Hence, convenient for long distance transportation. Regular bearers hence yield every year. High disease resistance. Free from insect and pest problems. 3. Plant growth promoters: Vinzyme ( liquid & Granule form) Vingrow ( liquid & Granule form) Vitazyme ( liquid & Granule form) Jore zyme (liquid) Josh zyme (liquid)

Above all PGP are manufactured by using different Bio-organic nutritional product derived from vegetable (photo-origin) enriched with essential ingredients required for plant growth promotion & for higher yields. PGP promoters hormonal activity and induces their synthesis resulting into flowering & fruit setting. PGP also reduces the flower & fruit drop caused by hormonal imbalance. Enhances nutritional uptake & improves keeping quality. PGP is an ideal product to resist from adverse conditions. Also induces sympodial branching resulting in to higher yields.

4. Flower agents: Jem flower 38

Jet flower It is a bio stimulant which helps in the flowering and

growth of the plant under all climatic conditions. It plays major role to induce quick emergence of flowering and to reduce the drop of flower, bud and fruit. It enhance early, uniform & profuse flowering and reduce the flower & fruit drop. It also increase number of branches and plant growth. 5. Plant nutrients:Plant nutrients are required for higher yields along with the good quality of the crop. They play a vital role in plant metabolism like photosynthesis, chlorophyll synthesis, synthesis of enzymes and hormones, cell division etc., apart from other physiological functions. They are too are very important like the major nutrients like nitrogen, phosphorus and potassium. Product contains all essential micronutrients in the physiological growth and biochemical process of crop. 6. BIO FERTILIZERS & BIO PESTICIDES:Keeping in view the importance and utility of Bio Fertilizers and Bio Pesticides, for the agricultural development, the group has developed world class, bio-technologically driven products viz., Bio fertilizers and Bio Pesticides, principally water based liquid formulation containing consortium of efficient strains, so as to withstand hot temperature, nil contamination and assuring longer shelf life. Several range of Bio Products include PGPR ( plant growth promoting rhizobacteria ) Nitrogen Fixator (azatobactor, azospirillum, herbasprillum, rhizobium etc.,) Phosphate sollublizer, potash mobilizer and zinc mobilizer VAM (six mycorrhizae) 39

Biopesticides : trichoderma, bacillus and pseudomonas.

ORGANIC FERTILIZERS:Vijaya gromin is a 100% organic manure, containing organic input approval issued by VEDIC organics accredited by APEDA, supplies most of the major nutrients. Organic manure is a special blend of different kinds of beneficial micro organisms which are required by plants for their better growth, nutrient acquisition, protection and high yields. MARKETING STRATEGIES:The group adopts unique marketing strategy for marketing their agriculture related products through Direct Marketing. About 4,000 sales people are in the field of marketing the products in the rural areas all over India. a) Recruitment: sales persons are recruited through screening and scientific selection process. b) Training: World class training is imparted to the sales staff through famous trainers drawn from various renowned training establishments. Training is considered as on going process for improving the marketing skills of the sales staff. c) Performance incentives: Besides fat salaries to the sales people, performance linked incentives are being given to encourage them for continued and impressive performance. d) Awards and Rewards: Star performers are recognized and rewarded by organizing family meets, Mini Star Clubs and Mega Star Clubs every year, at tourist attractive places. For all India toppers in all cadres, Foreign trips are organized to places like Singapore, Malaysia, koulalumpur, Thailand, etc. e) After sales services: About 250 agriculture technocrats are working in the company, exclusively to provide technical

40

guidance to the farmers for obtaining higher yields through our products. f) Research & Development: The group has its own R&D Department equipped with modern infrastructure facilities, and managed by well qualified subject matter specialists. The companies always strive to improve the genetic qualities for higher yields and disease resistant, durable, qualitative world class new products. g) Transport departments:- The group has its own transport department, consisting about 200 nos. company owned transport vehicles, with well trained drivers, cleaners and helpers,. The transport department always strives to transport the finished products from production units to stock points and from there to customers, directly, either in to their houses or fields, there by ensuring timely dispatches, till the products reach the destination. GROUP TURNOVER:Since inception, the products developed by the group are very well received by the farmers and the turnover has increased, consistently throughout the previous years. The following graph will give an idea as to how the group is successful in doing substantial business.

GROUP PROFITABILITY:With judicious and streamlined policies implemented by the group management, the profitability is increasing every year, to prove the healthy growth in business of the group. The following will indicate the profitability in the previous year. 41

ISO CERTIFICATION:

2004-05 - The Company was awarded ISO 9001:2000 vide

registration Number: IT 50261 for recognizing the standards of quality management system for manufacture and supply of teak and horticulture plants by IQNet partners THE INTERNATIONAL CERTIFICATION NETWORK.

2005-06 - The Company was awarded ISO 9001:2000 vide

CERTIFICAT No. 14218/06/S for compliance with the standards for manufacture and supply of teak and horticulture plants by RINA SpA, Genova Italy, The Director of Certification and Industrial Services. ACCREDITAMENTO ORGANISMI DI CERTIFICAZIONEE ISPEZIONE, an International Accredited Agency.

2009-10 - The company was awarded ISO 9001:2008 vide

Registration Number: IT 50261 for recognizing the standards of quality management system for manufacture and supply of agro based products horticulture VIZ. Organic by fertilizers, IQNet Plant growth THE promoters, Micronutrients, Bio fertilizers and Bio pesticides and sale of teak and plants partners INTERNATIONAL CERTIFICATION NETWORK. 2009-10 - The company was awarded ISO 9001:2008 vide CERTIFICATE No. 14218/06/S for Compliance with the standards for manufacture and supply of agro based products VIZ. Organic fertilizers, Plant growth Promoters, Micronutrients, Bio fertilizers and Bio pesticides and sale of teak and horticulture plants by RINA SpA, Genova Italy, The Director of Certification and Industrial Services. ACCREDITAMENTO ORGANISMI DI CERTIFICAZIONEE ISPEZIONE, an International Accredited Agency.

KEY DEPARTMENTS

42

Purchase department Production department Production & Quality Check department Administration Department I T Department

FUTURE PLANS:With encouragement drawn from the successful running of the business all the years, the group is now planning to diversify its activities into various other fields which are meant for the development of the people by providing additional opportunities of employment. Globalization, privatization and scientific advancements of agriculture offer vast opportunities to commercialize the agriculture. All possibilities are being explored to take up contract farming, agriculture allied industries and organic farming, in the years to come. In view of growing international demand for agri-inputs such as seed, fertilizers etc., The Company have been planning to explore the markets for exports.

43

PART- B

PERFROMANCE APRAISAL IN SHVA SHAKTHI BIO PLANTTEEC LTD.

1. OBJECTIVE AND PHILOSOPHY:
Performance appraisal process in SHVASHAKTHI BIO PLANTTEC LTD is essentially focused Performance through employee development. Our endeavor is to build a sustainable also implies performance culture. The immediate superior will appraise the sub-ordinate on his performance on the Job. This 44

that the focus is on performance improvement, growth and employee alignment with organization strategy and values and not merely on rewards and differentiation. PHILOSOSPHY OF PERFORMANCE APPRISAL IN SHIVA SHAKTHI BIO PLANTTEC LTD 1. Align employees with organizational strategy and values. 2. Be perceived as transparent and fair in the process 3. Be oriented to people development and yet, permit the onus of development on the individual. 4. Encourage teamwork and collaboration. Create a system of assessment by team rather than individuals. Differentiate among team members based on performance and potential.

2. KEY PROCESSES OF PERFORMANCE APPRAISAL:

Performance Planning \ Goal Setting. Performance Coaching Performance Reviews, Yearly \ Annual Review Feedback and Consequence Management

PERFORMANCE PLANNING \ GOAL SETTING

Once the business \ functional score card is frozen, the superior and the employee should This meet to clarify expectations and each other. from their key customers \ departments during the review period. Conceptual Approach

input should be converted into performance goal to be met

45

To be a good coach one must believe that:

1. An individual has the capacity to grow: Every individual has

an innate capability to grow and excel. The role of the developer is to create an enabling climate.

2. Human nature is essentially constructive and social: At heart,

people are self-motivated to develop themselves

3. Self respect is a basic human need: The superior under no

circumstances should ill-treat their subordinate as this may kill the spirit of the employee.

LENIENCY BIAS Tendency to rate higher than is warranted, usually by accompanied by some rationalization as to why this is appropriate. STRICTNESS BIAS Tendency to rate lower than is warranted, usually by judgment as to why this is inappropriate. CENTRAL TENDENCY Central tendency is when one tends to put everyone in the middle of the road and all of your subordinates as competent. PERSONAL BIAS This occur when a rater gives a higher rating because the employee has qualities similar to him or her (or a lower rating because the employee has dissimilar qualities)

46

FEEDBACK AND CONSEQUENCE MANAGEMENT

a) Superior gives feedback and review performance of their team at various times during the year. However the feedback and development plan at the end of the performance cycle is important, as it is a holistic review taking inputs from various departments. At the same time, the development plan needs to be prepared in congruence with the self-development plans, technical and behavioral needs and career aspirations and spelt out by employee in the performance appraisal form to enable better performance. It is likely that some employees would be disappointed when they receive the final rating. It is the job of the superior to manage the aspiration of different levels of performance and keep them motivated. It is necessary that the superior discusses the rating in detail with the employee and explain the rationale. Performance appraisal also linked to the reward system of the organization. Merit pay increases and individual bonuses are a function of individual, business and organization performance.

ROLE OF KEY PLAYERS IN PERFORMANCE APPRAISAL:

Role of the Employee: Employee are expected to clarify superior, customers, peers and subordinates at

expectations from their key departments who may be their immediate beginning of the review period and use the same as an input for framing goals. Employees are also expected to proactively seek performance feedback from key departments. During the yearly review, the bonus is on the employees to seek clarification on the expectations and give an honest feedback to his superior. 47

The employee is also required to give honest input at the end of the review period about the quality of the process, feedback and the improvement areas at job. The employee should proactively seek the execution of the development plan with both the superior and the concerned HR. Role of the Supervisor: Supervisor is expected to ensure that the goals are set and signed off as per organizational timeliness. In Business Units or functions where goals change frequently based on changing upstream priorities, the supervisor must chart out a broad roadmap as goals for his team. In case the employee has project goals, the supervisor needs to involve the employees at the time of goal setting. The supervisor should give sufficient comfort to the employee so that he\she is able to respond with honest feedback. However, it must be made clear by the supervisor that the rating given are nonnegotiable and cannot be altered following the final discussion and closure unless it is prima facie evident that a gross injustice has been made. The supervisor may call the employee during the review period to understand what the employee had written and seek clarification wherever required. The superior is accepted to follow with respective HR to implement the development plan.

Role of HR: HR has to support and educate the managers

(supervisors and employees) in administrative and technical areas such as coaching and feedback. HR will also help in implementing the development plan and analyze the closure section for monitoring quality of feedback. FUNDAMENTAL RIGHTS OF THE EMPLOYEES UNDER

PERFORMANCE APPRAISAL:

48

The

employees

are

guaranteed

the

following

rights

under

performance appraisal: The superior shall treat the employee with respect at all times. This means that the superior does not have a right to publicly criticize\ridicule the employee. The superior shall spend a reasonable amount of time dialoguing with the employee and take an active coach role to appraise employees performance. The superior shall give continuous performance feedback to the employee and not surprise him \ her at the end of the year. The superior shall take a long term view of the employee development and not be guided only by the here and now needs of his/ her team\ role. The superior shall be open to upward feedback and try to act on constructive suggestions.

49

CHAPTER - III
METHODOLOGY

METHODOLOGY
This chapter deals with the title of the study, the need for the study i.e., for what purpose the study is actually carried out, the scope of the study, the objectives of the study, what are the various sources of data collection, the study instruments used i.e. whether questionnaire, interview, schedule etc, the way the data is analyzed, the presentation of the study and finally the limitation involved in the study.

TITLE OF THE STUDY:

50

The title of the study is PERFORMANCE APPRAISALSHIVASHAKTHI BIO PLANTTEEC LIMITED HYDERABAD.

NEED FOR THE STUDY:

Human asset is the most valuable asset. So this asset should be properly taken care. So the process performance appraisal helps us to fairly treat the employees by providing fair remuneration, skill and opportunities. Performance appraisal has been considered as a most significant and indispensable tool for an organization, for the information it provides is highly useful in making decisions regarding various personal aspects such as promotions and merit increases. Performance measures also link information gathering and decision making processes which provide a basis for judging the effectiveness of personal sub divisions such as recruiting, selection training and compensation. Performance appraisal determines who shall receive merit increases, counsels employees on their improvements determines training needs , determines promo ability, identify those who should be transferred. Moreover, it improves employee job performance, encourages employees to express their views to seek clarification on job duties, broadens their outlook, capacity and potential, promotes a more effective utilization of manpower and improves placement, facilitates selection, reward and promotion of the best qualified employee, prevents grievances and increases the analytical abilities of supervisors. Taking into account the importance of performance appraisal system, this study is conducted. SCOPE OF THE STUDY: The scope of the study has been confined to the employees of SHIVA SHAKTHI BIO PLANTTEEC LTD., Our study includes performance

51

appraisal of all the employees of SHIVASHAKTHI that includes officers, executives and managers.

OBJECTIVES OF THE STUDY:

The study was carried out the following objectives,

1. To conduct survey in SIVASHAKTHI BIO PLANTTEC LTD on

Performance Appraisal 2. To study the existing performance appraisal system. 3. To know the existing levels of satisfaction of the employees about the existing performance appraisal.

POPULATION AND SAMPLE:

The sample for the study was chosen by means of simple random sampling technique. The sample covers all categories of employees from several departments of the company. As the study was intended to measure the effectiveness of Performance Appraisal. It was decided not to restrict the study to particular department (or) section. Hence the sample covers the employees from various departments. The size of the population is 130 employees as on date. The size of sample was fixed to 50 employees.

SAMPLING TECHNIQUE:
The type of sampling technique adopted in this project analysis is simple random sampling.

DATA COLLECTION SOURCES:

Data or the present study is collected through two sources i.e. through primary data and secondary data.

Primary Data:
52

 Respondent Questionnaire Personal interaction with the employees.

Secondary Data:
HR Manual Quality Journals Personnel Management Book Human Resource Management Book.

STUDY INSTRUMENTS:
The respondent of questionnaire is framed to find out the of Shivashakthi. The

effectiveness

Performance

Appraisal

questionnaire containing twenty questions are to elicit the suggestion from the employees about Performance Appraisal system.

ANALYSIS OF DATA:
The collected data was analysed and tabulated by using simple percentage and represented by different types of graphs. After collection of the data from the respondents it was tabulated and this data has been collected through questionnaire for each statement opinions of each respondent have been elicited and tabulated using 4 point scale and statistical method such as percentage %. SCALE a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

PRESENTATION OF THE REPORT:

53

Chapter one deals with theoretical framework of performance appraisal, which includes the definition, need, objectives, and methods of the performance appraisal and the problems of performance appraisal. Chapter two deals with an overview of the organization. Chapter three deals with the methodology adapted for the study. Chapter four deals with Data analysis and interpretation. Chapter five deals with conclusion and recommendations.

LIMITATIONS OF THE STUDY

Options expressed by the employees in the questionnaire may no be genuine or what they actually feel and there is ever chance of bias coming into play. The study does not cover the entire organization The respondents preferably technical people are very busy with their work It is difficult to prepare a questionnaire, which suits for people of all categories. Most of the information is confidential. 54

 There is every possibility of deviation in answering pattern from what the respondent really feels.

Chapter - IV
Data Collection Analysis, Data Interpretation
55

ANALYSIS AND DATA INTERPRETATION

1. How do you feel the performance appraisal system of Shivashakthi? Table 1 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 8 54 28 10 100

DATA PRESENTATION

56

60 50 40 30 20 10 0 8

54

1 s trongly agree 28 2 agree 3 dis agree 4 s trongly disagree 10

perc entage

INTERPRETATION: Above table shows that the almost true system of Performance Appraisal System exists in Shivashakthi agree with 54%of the respondents, its followed by 28% opinion is disagree, while only 8%of the respondents are strongly agree with this statement. 2. In your opinion are project goals different from functional goals? Table 2 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total Percentage 10 26 54 10 100

DATA PRESENTATION

57

60 50 40 30 20 10 0 10 26

54

1 s trongly agree 2 agree 3 dis agree 4 s trongly disagree 10

perc entage

INTERPRETATION: Above table shows that the opinions of the project goals different from functional goals are agree with 26%of the respondents, its followed by 54% opinion is disagree, while only 10%of the respondents are strongly agree with this statement.

3. All your personal needs (self development) are being fulfilled? Table 3 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total Percentage 6 14 26 54 100

DATA PRESENTATION 58

60 50 40 30 20 10 0 percentage 6 14 26

54

1 s trongly agree 2 agree 3 disagree 4 s trongly dis agree

INTERPRETATION: Above table shows that the opinions of the Self development that exists in the performance appraisal, agree with 14% of the respondents, its followed by 26% opinion is disagree, while only 6%of the respondents are strongly agree with this statement.

4. Do you welcome the changes made in the system inconsistency with the organizations vision? Table 4 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 10 46 12 32 100

DATA PRESENTATION

59

50 45 40 35 30 25 20 15 10 5 0 10

46

32

1 s trongly agree 2 agree 3 dis agree 4 s trongly disagree

12

perc entage

INTERPRETATION: Above table shows that the opinions of the Changes made in system inconsistency at Shivashakthi, agree with 46% of the

respondents, its followed by 12% opinion is disagree, while only 10% of the respondents are strongly agree with this statement.

5. Should promotion be based on the rating derived from Performance Appraisal? Table 5 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 14 22 20 44 100

DATA PRESENTATION 60

50 45 40 35 30 25 20 15 10 5 0 perc entage 14 22 20

44

1 s trongly agree 2 agree 3 dis agree 4 s trongly disagree

INTERPRETATION: Above table shows that the opinions of Should promotion be based on the rating derived from Performance Appraisal at

Shivashakthi, agree with 22% of the respondents, its followed by 20% opinion is disagree, while only 14% of the respondents are strongly agree with this statement.

6. How far you feel your remuneration is in par with your performance? Table 6 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 10 14 54 22 100

DATA PRESENTATION

61

60 50 40 30

54

1 s trongly agree 2 agree 22 3 dis agree 4 s trongly disagree

20 10 0 10

14

perc entage

INTERPRETATION: Above table shows that the opinions of remuneration is in par with performance derived from Performance Appraisal , agree with 14% of the respondents, its followed by 54% opinion is disagree, while only 10% of the respondents are strongly agree with this statement.

7. Is your superior acknowledging and contributing to set the goals? Table 7 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total Percentage 16 62 12 10 100

DATA PRESENTATION

62

70 60 50

62

1 s trongly agree 40 30 20 10 0 perc entage 16 12 2 agree 3 dis agree 4 s trongly disagree 10

INTERPRETATION: Above table shows that the opinions of superior acknowledging and contributing to set the goals, agree with 62% of the respondents, its followed by 12% opinion is disagree, while only 16% of the respondents are strongly agree with this statement.

8. How frequently your immediate superior attempts to motivate you? Table 8 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 4 24 28 44 100

DATA PRESENTATION

63

50 45 40 35 30 25 20 15 10 5 0 perc entage 4 28 24

44

1 s trongly agree 2 agree 3 dis agree 4 s trongly disagree

INTERPRETATION: Above table shows that the opinions of immediate superior attempts to motivate you, agree with 24% of the respondents, its followed by 28% opinion is disagree, while only 4% of the respondents are strongly agree with this statement.

9. The training programmes could be taken to improve your performance in your current position by you and your boss? Table 9 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 6 26 54 14 100

DATA PRESENTATION

64

60 50 40 30 20 10 0 6 26

54

1 s trongly agree 2 agree 3 dis agree 14 4 s trongly disagree

perc entage

INTERPRETATION: Above table shows that the opinions of The training programmes could be taken to improve your performance in your current position by you and your boss, agree with 26% of the respondents, its followed by 54% opinion is disagree, while only 6% of the respondents are strongly agree with this statement.

10. On the basis of your present rating are you able to make any significant changes to improve them? Table 10 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 44 22 24 10 100

DATA PRESENTATION

65

50 45 40 35 30 25 20 15 10 5 0

44

1 s trongly agree 22 24 2 agree 3 dis agree 4 s trongly disagree 10

perc entage

INTERPRETATION: Above table shows that the opinions of On the basis of your present rating are you able to make any significant changes to improve them, agree with 22% of the respondents, its followed by 24% opinion is disagree, while only 44% of the respondents are strongly agree with this statement

11. Performance is recognized by proper rewards? Table 11 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 12 14 44 30 100

DATA PRESENTATION

66

70 60 50

62

1 s trongly agree 40 30 20 10 0 percentage 16 12 2 agree 3 disagree 4 s trongly dis agree 10

INTERPRETATION: Above table shows that the opinions of performance is recognized by proper rewards, agree with 62% of the respondents, its followed by 12% opinion is disagree, while only 16% of the respondents are strongly agree with this statement.

12. Are your capabilities considered at the time of setting goals? Table 12 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 10 48 38 4 100

DATA PRESENTATION 67

60 50 40 30 20 10 0 perc entage 10 4 48 38

1 s trongly agree 2 agree 3 dis agree 4 s trongly disagree

INTERPRETATION: Above table shows that the opinions of are your capabilities considered at the time of setting goals, agree with 48% of the respondents, its followed by 38% opinion is disagree, while only 10% of the respondents are strongly agree with this statement.

13. Do you improve your performance in your current position through the performance appraisal process? Table 13 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 12 54 24 10 100

DATA PRESENTATION

68

60 50 40 30 20 12 10 0

54

1 s trongly agree 2 agree 24 3 dis agree 4 s trongly disagree 10

perc entage

INTERPRETATION: Above table shows that the opinions of improve your performance in your current position through the performance appraisal process, agree with 54% of the respondents, its followed by 24% opinion is disagree, while only 12% of the respondents are strongly agree with this statement.

14. Are your training and performance programmes are really benefited to you? Table 14 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 6 68 14 12 100

DATA PRESENTATION

69

80 70 60 50 40 30 20 10 0 perc entage 6 14 12 1 s trongly agree 2 agree 3 dis agree 4 s trongly disagree 68

INTERPRETATION: Above table shows that the opinions of are your training and performance programmes are really benefited to you, agree with 68% of the respondents, its followed by 14% opinion is disagree, while only 6% of the respondents are strongly agree with this statement.

15. Do you think that Performance plays a key role in the organization? Table 15 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 10 52 36 2 100

DATA PRESENTATION

70

60 52 50 40 30 20 10 0 perc entage 10 2 36 1 s trongly agree 2 agree 3 dis agree 4 s trongly disagree

INTERPRETATION: Above table shows that the opinions of performance plays a key role in the organization, agree with 52% of the respondents, its followed by 36% opinion is disagree, while only 10% of the respondents are strongly agree with this statement.

16. Do you recommend seniority based or performance based at the time of promotion? Table 16 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total Percentage 20 58 20 2 100

DATA PRESENTATION

71

70 60 50 40 30 20 10 0 percentage 20 20 58

1 strongly agree 2 agree 3 disagree 4 strongly disagree

INTERPRETATION: Above table shows that the opinions of do you recommend seniority based or performance based at the time of promotion, agree with 58% of the respondents, its followed by 20% opinion is disagree, while only 20% of the respondents are strongly agree with this statement.

17. Are the rating given to you in past 5years is unto your expectations? Table 17 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 4 20 56 20 100

DATA PRESENTATION 72

60 50 40 30 20 10 0 4 20

56

1 s trongly agree 2 agree 20 3 dis agree 4 s trongly disagree

perc entage

INTERPRETATION: Above table shows that the opinions of are the rating given to you in past 5years are unto your expectations, agree with 20% of the respondents, its followed by 56% opinion is disagree, while only 4% of the respondents are strongly agree with this statement.

18. Does the system of performance appraisal really recognition / reward to the employees in the organization? Table 18 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 16 34 30 20 100

DATA PRESENTATION

73

40 35 30 25 20 15 10 5 0 perc entage 16 34 30 1 s trongly agree 20 2 agree 3 dis agree 4 s trongly disagree

INTERPRETATION: Above table shows that the opinions of the system of performance appraisal really recognition / reward to the employees in the organization, agree with 34% of the respondents, its followed by 30% opinion is disagree, while only 16% of the respondents are strongly agree with this statement.

19. Are the problems relating to your work are considered at the time of appraisal? Table 19 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 20 48 20 12 100

DATA PRESENTATION

74

60 50 40 30 20 10 0 perc entage 20 20 12 48

1 s trongly agree 2 agree 3 dis agree 4 s trongly disagree

INTERPRETATION: Above table shows that the opinions are the problems relating to your work are considered at the time of appraisal, agree with 48% of the respondents, its followed by 20% opinion is disagree, while only 20% of the respondents are strongly agree with this statement

20. Are u satisfied with the transparency of performance appraisal procedure? Table 20 S.no 1 2 3 4 Opinions strongly agree Agree Disagree strongly disagree Total percentage 10 58 18 14 100

DATA PRESENTATION

75

70 60 50 1 s trongly agree 40 30 20 10 0 perc entage 10 18 14 2 agree 3 dis agree 4 s trongly disagree 58

INTERPRETATION: Above table shows that the opinions of are they satisfied with the transparency of performance appraisal procedure, agree with 58% of the respondents, its followed by 18% opinion is disagree, while only 10% of the respondents are strongly agree with this statement.

FINDINGS
Management given enough freedom to associates in their work. SSBPL Maintains fairness and flexibility in implementing the policies on sees that policies provide equal justice to all. SSBPL create a challenging opportunities to the associate in the job. 76

 Most of the associates satisfied with the salaries. Most of the associates have given positive response towards PERFORMANCE APPRAISAL. SSBPL follows 90 degree appraisal system. As SSBPL gives much priority to performance appraisal. It pays a vital role in the organization.

SUGGESTIONS

Organization should take special care about old employees who are working since its starting. Good increments and encouragement would increase employees dedications towards work. Performance appraisal techniques need to be improved qualitatively.

77

 The organization must make more efforts to make the system more transparent and also add other dimensions to measure the Performance of the Employees. The employees need to be given more autonomy and responsibility to their job to improve their Performance. The concerned superiors should motivate the employee The superior should be more approachable when the employee comes to them with an improvement technique. Their should be constant counseling by the superior to their subordinates when there is any loop holes in the performance The superior should have the tone of helping rather than that of pointing mistakes. Constant training and knowledge should be imparted in an entertaining way. Get-togethers will motivate the employees and help to develop a bonding among associates and the organization.

CONCLUSION
Shivashakthi Bio Plantteec Limited, a private Company of was the is the turnover with

incorporated, with the object of on the economic growth farming backbone of of above more community of our country. our country, as The group has agriculture reached a

Rs. 137 crores for the financial year 2008 - 2009 branches

than 56

in 16 states , dynamic & enthusiastic

man power all over the country.

78

The company is essentially focused employee development through performance appraisal system. Because of the importance of

performance appraisal in present scenario. The study of Performance Appraisal system has been taken up in the esteemed organization and the Appraisal system was Quiet satisfactory.

The study has discovered that Employees need clarity about the performance appraisal system, need for conducting Technical training program and need for improving the feed back mechanisms to substantiate the reason for the variations in the rating of the immediate boss and supervisor.

ANNEXURE
79

PERSONAL INFORMATION
___________________________________________________________ NAME DESIGNATION DEPARTMENT : : :

QUESTIONNAIRE ON PERFORMANCE APPRAISAL

How do you feel Shivashakthi? the performance b) Agree appraisal system of

a) Strongly Agree Disagree

c) Disagree

d) Strongly

1. In your opinion are project goals different from functional goals? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

2. All your personal needs (self development) are being fulfilled? 80

a) Strongly Agree Disagree

b) Agree

c) Disagree

d) Strongly the system

3. Do you welcome the changes made in inconsistency with the organizations vision? a) Strongly Agree Disagree b) Agree c) Disagree

d) Strongly

4. Should promotion be based on the rating derived from performance appraisal? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

5. How far you feel your remuneration is in par with your performance? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

6. Is your superior acknowledging and contributing to set the goals? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

7. How frequently your immediate superior attempts to motivate you? a) Strongly Agree Disagree 8. b) Agree c) Disagree d) Strongly

The training programmes could be taken to improve your performance in your current position by you and your boss? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

9. On the basis of your present rating are you able to make any significant changes to improve them? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

81

10.Performance is recognized by proper rewards? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

11.Are your capabilities considered at the time of setting goals? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

12.Do you improve your performance in your current position through the performance appraisal process? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

13.Are your training and performance programmes are really benefited to you? a) Strongly Agree Disagree 14.Do you think organization? b) Agree c) Disagreed plays a key d) Strongly role in the

Performance

a) Strongly Agree Disagree 15.

b) Agree

c) Disagree

d) Strongly

Do you recommend seniority based or performance based at the time of promotion? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

16.Are the rating given to you in past 5years is unto your expectations? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

17.Does the system of performance appraisal really recognition / reward to the employees in the organization? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

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18.Are the problems relating to your work are considered at the time of appraisal? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

19.Are u satisfied with the transparency of performance appraisal procedure? a) Strongly Agree Disagree b) Agree c) Disagree d) Strongly

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BIBLOGRAPHY

Books Referred:

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Personnel Management Edwin B Flippo Human Resources and Personnel Management K. Ashwathappa Essentials of Human Resource management and Industrial Relations P.Subba Rao Human Resource management V.S.P.Rao Redesigning Performance Appraisal Systems T.V.Rao T.V.Rao &Pareek Potential Management and Appraisal System

Websites:
www.google.com www.Performanceappraisal.com www.sivashakthi.in www.sitehr.com

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