A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN NOVA IT SOLUTION (P) Ltd.

, CHENNAI
BY
SANTHOSH.D Reg. No. 1029

VELTECH MULTI TECH DR.RANGARAJAN DR. SAKUNTHALA ENGINEERING COLLEGE

A project Report Submitted to

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of requirement for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

IN
(HUMAN RESOURCE MANAGEMENT)

JULY 2011

BONAFIDE CERTIFICATE

Veltech Multi Tech Dr.rangarajan Dr.Sakunthala Engineering College

this bonafide record work done by

SANTHOSH.D Titled

A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN NOVA IT SOLUTION (P) Ltd., CHENNAI Submitted in partial fulfillment of the
requirement for the award of degree of MASTER OF BUSINESS
ADMINISTRATION ,Anna University , during the third semester from june

2011 to july 2011

Principal

Head of thedepartment/dean

Assessed by

Internal Examiner

External Examiner

CERTIFICATE OF ORIGINALITY

This is to certify that the project titled , A STUDY ON PERFORMANCE

APPRAISAL SYSTEM IN NOVA IT SOLUTION (P) Ltd., CHENNAI

is on original work of MR. D.SANTHOSH and is being submitted in partial fulfillment of the award of the master of degree in business administration of VELTECH MULTITECH College of Engineering. This report or part of this report has not been submitted earlier to this university to any other university/institution for the fulfillment of the Requirement of a course of study published/ presented for any other purpose.

DECLARATION

I hereby declare that the project report in the topic of A STUDY ON

PERFORMANCE APPRAISAL SYSTEM IN NOVA IT SOLUTION (P) Ltd., CHENNAI submitted for the Award of degree of Master of
Business Administration in Anna University, Chennai has been carried ou t under the Guidance of P.VINOTH Faculty Guide VELTECH MULTI TECH College of Engineering and the entire Report is my original work which has not formed part of the award of any degree or diploma.

Place: Date:

D.SANTHOSH (II YEAR) MBA

ACKNOWLEDGEMENT

I express my gratitude and sincere thanks to MR.Er.R.RANGARAJAN

B.E.(Elec), B.E(Mech), M.S.(Auto) Founder and Chairman, vel group of educational institutions for providing me an opportunity to study in th iscollege

I also extend my gratitude and sincere thanks to DR.S.Siddappa Naidu principal vel Sri Rangarajan Sakunthala Colegge of Multimedia. I expressed my heartful thanks to the DR.N.Vijay, HOD for helping and encouraging me to complete this project successfully

My heart felt gratitude towards to MR.G.Sathiya narayanan M.Phill, (Internal guide) for generous Support,patience,giidance and commitment.

In this context I express my sincere thanks and greategulness to MR.Ramesh Project Manager Nova IT Solution (p) ltd., who was kind enough to help me to do this project in the organisation.

My sincere thanks to all the facukty members of the department of management studies, for their kind suggestions during this project

(D.SANTHOS H)

ABSTRACT

The project titled A STUDY ON PERFORMANCE

APPRAISAL SYSTEM IN NOVA IT SOLUTION (P) Ltd., CHENNAI study aims to study the perception level of employees on vario us

critical criteria affecting their work satisfaction & performance. The primary objective was to study the perception level of e mployees of Nova IT Solution pvt.,ltd, chennai. The objectives of the study is to analyze the employees perception about the organizational policies & support they derive from superior, to study the effectiveness of training and development The research design was descriptive and sample size is 100 respondents. Main survey outcome measures include employee percept ion level on org.policies and support they derive from superior and about the work environment. Properly managed employees will contribute willingly, and will do more than expected if they are managed well.

The workplace is changing dramatically and dema nds for the highest quality of products and service is increasing.

CONDENT
CHAPTER NO. I PARTICULARS INTRODUCTION 1.1. 1.2. 1.3. 1.4. 1.5. 1.6. 1.7. 1.8. Introduction About the topic Meaning Nee for performance appraisal Objectives Scope of the study Limitation of the study Methodology P.NO. 1 1 2 3 3 4 4 4 5

II III IV V

COMPANY PROFILE RESEARCH METHODOLOGY DATA ANALYSSI & INTERPRETATION SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSIONS BIBLIOGRAPHY APPENDIX

6 15 18 54 56 57

LIST OF TABLES

Table No. 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 Age Qualification Gender Marital Status Experience

Particulars

Page No. 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52

Opinion about the present performance appraisal system periodically Opinion about growth and learning Completion of the targets set by the organization Identification of training needs Is performance appraisal alone the factor in deciding promotion Is that your seniority also have been considered for promotion Is that performance appraisal results some benefits Requirement of an effective appraisal system Improvement of employees with the help of performance appraisal system The performance appraisal system aims at strengthening the appraiser and appraise relationship Is appraiser generally spends time and discuss with appraise about their performance Feel about the objectivity of the performance appraisal system Is the performance appraisal system communicated to people in advance

LIST OF FIGURES

Figure No. 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 Age Qualification Gender Marital Status Experience

Particulars

Page No. 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53

Opinion about the present performance appraisal system periodically Opinion about growth and learning Completion of the targets set by the organization Identification of training needs Is performance appraisal alone the factor in deciding promotion Is that your seniority also have been considered for promotion Is that performance appraisal results some benefits Requirement of an effective appraisal system Improvement of employees with the help of performance appraisal system The performance appraisal system aims at strengthening the appraiser and appraise relationship Is appraiser generally spends time and discuss with appraise about their performance Feel about the objectivity of the performance appraisal system Is the performance appraisal system communicated to people in advance

CHAPTER I INTRODUCTION

1.1. INTRODUCTION A project means a task involving research. The project involves something to be analyzed or a problem to be solved. The heart of doing any project lies in solving open-ended problems that require research, creativity and risk- taking. Team competition hands on problem solving and relevance to real world application are an overwhelming student motivator. This approach also allows the researcher to integrate research activities into the curriculum. Given the multidisciplinary nature of the projects, one will be able to gain the Knowledge, skills, experience highly sought by global corporations. A part from the above benefits, it helps the researcher to
y y y y y y

Build and improve communication skills. Obtain leadership experience. Gain problem solving skills. Meet people from a variety of backgrounds. Learn to work effectively in a team environment. Gain practical experience.

Bridging theory & practice: As I stated in the above paragraph theory and practice are two different things and the gaps between these two has to be bridged projects are carried out as a part of MBA curriculum and we are able to put theories into practice while doing the project and this helps in bridging the gap between theory and practice.

A Problem-solving tool: A project server various functions, it helps in analyzing opportunities and exploiting them, changes which can be implemented and also at times provides solutions to problem. When ever we start a project we highlight a statement of problem and then we start working on it meticulously and narrow down to the cause and suggest remedies which will ultimately eliminate those problems. There by projects also serves as a problem-solving tool.

Over all organization Study: A project also helps an MBA student to make over all organization study. During the project period the student interacts with various people from different levels, within the organization and also observes the functioning of the organization and thus it serves a dual purpose that is enabling the student to gain first hand experience and a wealth of knowledge in observing an organization function in reality 1.2. ABOUT THE TOPIC The senior Human resource Team held discussion with the management team for the selection of the topic on which to do the project. The management asked the Human resource Faculties to A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN NOVA IT SOLUTION (P) LTD. Introduction The process of HRD helps the employees to acquire and /or develop technical, managerial and behavioral knowledge, skills and abilities and moulds the values, beliefs and attitudes necessary to perform present and future roles. The process of performance appraisal helps the employee and the management to know the level of employees performance compared to the standard/pre - determine level. Performance appraisal is essential to understand and improve the employees performance through HRD. In fact, performance appraisal is the basis for HRD. It was viewed that performance appraisal was useful to decide upon employee promotion/transfer, salary determination and the like. But the recent developments in human resources management indicate that performance appraisal is the basis for employee development. Performance appraisal indicates the level of desired performance level, level of actual performance and the gap between

these two. This gap should be bridged through human resources development techniques like training, executive development etc. now we shall discuss this chapter in the following lines. 1.3. MEANING Performance appraisal is a method of evaluating the behaviors of employees in the work spot normally including both the quantitative aspects of jobs performance. Performance here refers to the degree of accomplishment of the task that makes up an individuals job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, but performance is always measured in terms of results and not efforts. Some of the important features of performance appraisal may be captured this:     Performance appraisal is the systematic description of an employees job-relevant strengths and weaknesses. The basic purpose is to find out how well the employee is performing the job and establish a plan of improvement. Appraisals are arranged periodically according to definite plan. Performance appraisal is not job evaluation. It refers to how well someone is doing the assigned job. Job evaluation determines how much a job is worth to the organization and, therefore what range of pay should be assigned to the job.  Performance appraisal is a continuous processes every large scale organization.

1.4. NEED FOR PERFORMANCE APPRAISAL Performance appraisal is needed in order to: i. Provided information about the performance ranks. Decision regarding salary fixation, confirmation, promotion, transfer and demotion are taken based on performance in Indian rayon. ii. Provide feedback information about the level of achievement and behavior of the subordinate. This information helps to reviews the performance of the subordinate, rectifying performance deficiencies and to set new standards of work, if necessary, as practiced in Raymonds. iii. iv. Provide information which helps to counsel the subordinate. Provide information to diagnose deficiency in the employee regarding skill, knowledge, determine training and developmental needs and to prescribe the means for employee growth provides information for correcting placement.

v.

To prevent grievances and in disciplinary activities as in the case of glaxo.

1.5. OBJECTIVES:

PRIMARY OBJECTIVE:

i. ii.

To create and maintain a satisfactory level of performance. To contribute to the employee growth and development through training, self and, management development programmers.

SECONDARY OBJECTIVE: iii. iv. To guide the job changes with the help to continuous ranking. To facilitate fair and equitable compensation based on performance.

1.6. SCOPE OF THE STUDY 1. This study covers the workers who are employed in T.V.Sundaram Iyengar & Sons Ltd., Madurai 2. The study of period is Jan- June 2008. 3. The best business approach to conducting performance appraisal System is based on the identification of organization mission needs, critical, occupational and individual performance requirements.

1.7. LIMITATION OF THE STUDY 1. The respondents were busy, therefore they found less time to Interact with the researcher. 2. This collection of data is through questionnaire was carried out by direct interview so it may have its own draw backs. 3. The sample may not represent the whole population accurately.

1.9.

METHODOLOGY OF STUDY:

RESEARCH METHODOLOGY:

Type of research design

Descriptive study

Data source

Primary data.

Method of sampling

Convenience simply

Sample size

100

Research instrument used

Questionnaire

Statistical tool

Percentage analysis, table graphs.

CHAPTER III RESEARCH METHODOLOGY

Research connotes a systematic and objective investigation of a subject or problem in order to discover relevant information or principles. Marketing research is the function which links the consumer, and public to the market through information used to identify and define, marketing opportunities and problem, generate, refine and evaluate. Marketing action monitors performance and improves marketing research process. 3.1. RESEARCH DESIGN The research design is purely and simply the frame work or plan for a study that grids the collection or analysis of data research design has been considered a highly specialized tool for success of a research programmed. Research is a plan, structure and strategy of investigation conceived so as to obtain answer to research question and control variance. 3.2. DESCRIPTIVE STUDY Descriptive study includes survey and facts finding enquiry of different kinds. The major purpose of descriptive of the state pf affairs as it is at present. It begins with a research with a research about past form of the problem. The main objective of the descriptive design is to acquire knowledge. 3.3. PRIMARY DATA The data collected directly from the respondent is referred as primary data. Data was collected through primary sources. The primary data was collected through personal interview with consumer respondents. 3.4. DATA ANALYSIS Extracting meaningful information from the data collected and analyzing the information from the data collected and analyzing. The information statistically. Analysis of the collected data was done with the help of tables, graphs and statistical analysis tools like weighted average method, chi square.

3.5. REPORT PREPARATION The final step is to prepare a report, present major findings in a manner amenable to managerial decision taking. There may be some follow up and revalidation required. 3.6. RESEARCH INSTRUMENT USED The questionnaire has been drowsed as the research instrument for acquiring information from the respondents. Closed end questions persecuting all a possible answers has been made use of and multiple choice questions has been put forth to avoid ubiquity in response front the respondents. 3.7. SAMPLE SIZE SAMPLE SIZE = 100 The size of the sample is an important problem to be decided in case of sampling, this is because the size has a direct barring upon accuracy, time, cost and administration of the survey. An optimum sample in survey is one which fulfills the requirements of efficiency, representativeness, reliability and flexibility. 3.8. SAMPLING PROCEDURE    Area: NOVA IT SOLUTION (P) LTD. CHENNAI Sample Size: 50 employees Sampling Method: Convenience Sampling

3.9. SAMPLE UNIT Drawing a sample we have to decide the unit of sample. The unit of sample should be suitable for the problems understanding the sampling unit was also called as geographical unit. Statistical tool used for analyzing the data are: Percentage method. Graph method.

3.10. PERCENTAGE METHOD

Research use percentage (%) in data analysis, as it is simple tool for analysis. It reduces data into zero to hundred ranges. The data reduced in the standard from with base equal to hundred which facilitate relative comparison.

3.11. GRAPH METHOD Graphs are used, as they give a birds eye view of the entire data and the information presented is easily understood.

CHAPTE IV DATA ANAL IS AND INTE PRETATION

TABLE 4.1 AGE In t i t l t researcher has made an attempt t find out the age category. NO OF RESPONDENTS 20 40 40 100 % OF RESPONDENTS 20 40 40 100

S.NO 1 2 3

AGE 21-30 31-40 41-50 TOTAL

FIGURE 4.1 AGE

40
40

40

20

20 0 21-30 31-40 41-50

NO OF RESPONDENTS

Interpretati n: In above figure shows that 20% of respondent belongs to 21-30 yrs age category 40% of person belongs to 31-40 yrs and 41-50 yrs age category

TABLE - 4.2 QUALIFICATION

In this table the researcher has made an attempt to find out the qualification of the respondents. S.NO 1 2 3 4 QUALIFICATION HSC Degree PG Technical TOTAL NO OF RESPONDENTS 40 20 20 20 100 FIGURE 4.2 %OF RESPONDENTS 40 20 20 20 100

QUALIFICATION

40

Interpretati n: In the above figure shows that the HSC respondents are 40% and 20% of respondents are degree and 20% of respondents are P.G and 20% of respondents are Technical.

0 35 30 25 20 15 10 5 0

20

20

20

NO OF RESPONDENTS

TABLE 4.3 GENDER In this table the researcher has made an attempt to find out the Gender. SI.NO 1 2 GENDER Male Female TOTAL NO OF RESPONDENTS 70 30 100 % OF RESPONDENTS 70 30 100

Interpretati n: In the above table 70% of respondent belongs to male category and 30% of respondents belong to female category. FIGURE 4.3 GENDER

70

80
60 40

30

Interpretati n: In the above figure shows that 70% of respondent belongs to male category and 30% of respondents belong to female category.

0
Male Female

NO OF RESPONDENTS

TABLE 4.4 MARITAL STATUS In this table the researcher has made an attempt to find out the Marital Status of the respondents.

S.NO 1 2

MARITAL STATUS Married Unmarried TOTAL

NO OF RESPONDENTS 40 60 100 FIGURE 4.4

% OF RESPONDENTS 40 60 100

MARITAL STATUS
80
60 40

60

40
20

0
Married Unmarried

Interpretation: In the above figure shows that 40% of respondent belongs to Married and 60% of respondents belong to Unmarried.

TABLE- 4.5 EXPERIENCE In this table the researcher has made an attempt to find out the experience of the respondents. NO OF RESPONDENTS 58 16 12 14 100 % OF RESPONDENTS 58 16 12 14 100

S. NO 1 2 3 4

EXPERIENCE Below 5 years 5-10 years 11-20 years 21 years & above TOTAL

. FIGURE 4.5 EXPERIENCE

58 60 40
16 20 0 12 14

Below 5 years

5-10 years 11-20 years 21 years & above NO OF RESPONDENTS

Interpretati n:In the above figure shows that 58%of respondents have below 5 years experience and 16% of respondents have 5 years experience and 12% of respondents have -10 11-20 years experience and 14% of respondents have 21 years & above experience.

TABLE 4.6 OPINION ABOUT THE PRESENT PERFORMANCE APPRAISAL SYSTEM PERIODICALLY

In this table the researcher has made an attempt to find out the opinion about the present performance appraisal system. S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly Disagree TOTAL NO OF RESPONDENTS 30 30 20 10 10 100 FIGURE 4.6 OPINION ABOUT THE PRESENT PERFORMANCE APPRAISAL SYSTEM PERIODICALLY % OF RESPONDENTS 30 30 20 10 10 100

35 30 25 20 15 10 5 0

30

30
20

10

10

Interpretation: In the above figure shows that 30%of respondents are strongly agree and 30% of respondents are agree and 20% of respondents are no opinion and 10% of respondents are disagree and 10% of respondents are strongly disagree.



   

S PON

N S

 

t rongl agree

Agree

No opinion

isagree

Strongl isagree

TABLE 4.7 OPINION ABOUT GROWTH AND LEARNING In this table the researcher has made an attempt to find out t e opinion about the h growth and learning S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly Disagree TOTAL NO OF RESPONDENTS 10 30 20 30 10 100 FIGURE 4.7 OPINION ABOUT GROWTH AND LEARNING % OF RESPONDENTS 10 30 20 30 10 100

30

30 20

30 25
20 15 10 5 0 10

10

Stron ly a ree


Interpretati n: In the above figure shows that 10% of respondents are strongly agree and 30% of respondents are agree and 20% of respondents are no opinion and 30% of respondents are disagree and 10% of respondents are strongly disagree

Agree

No opinion

Disagree

Strongly Disagree

NO OF RESPONDENTS

TABLE 4.8 COMPLETION OF THE TARGETS SET B THE ORGANIZATION

In this table the researcher has made an attempt to find out the completion of the targets set by the organi ation. S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly disagree TOTAL NO OF RESPONDENTS 30 30 20 10 10 100 FIGURE 4.8 COMPLETION OF THE TARGETS SET B THE ORGANIZATION % OF RESPONDENTS 30 30 20 10 10 100

30
30

30

25
20

20

15
10 5

10

10

0 Strongly agree Agree No opinion Disagree Strongly disagree

NO OF RESPONDENTS

Interpretati n: In the above figure shows that 30% of respondents are strongly agree and 30% of respondents are agree and 20% of respondents are no opinion and 10% of respondents are disagree and 10% of respondents are strongly disagree .

TABLE 4.9 IDENTIFICATION OF TRAINING NEEDS In this table the researcher has made an attempt to find out the identification of training needs. S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly disagree TOTAL NO OF RESPONDENTS 20 30 20 10 10 100 % OF RESPONDENTS 20 30 20 20 10 100

FIGURE 4.9 IDENTIFICATION OF TRAINING NEEDS

30 30 20 10 0 20 20 20 10

Strongly agree

Agree

No Disagree Strongly opinion disagree

NO OF RESPONDENTS

Interpretati n: In the above figure shows that 20% of respondents are strongly agree and 30% of respondents are agree and 20% of respondents are no opinion and 20% of respondents are disagree and 10% of respondents are strongly disagree .

TABLE 4.10 IS PERFORMANCE APPRAISAL ALONE THE FACTOR IN DECIDING PROMOTION In this table the researcher has made an attempt to find out performance appraisal alone the factor in deciding promotion. S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly disagree TOTAL NO OF RESPONDENTS 30 30 20 10 10 100 % OF RESPONDENTS 30 30 20 10 10 100

FIGURE 4.10 IS PERFORMANCE APPRAISAL ALONE THE FACTOR IN DECIDING PROMOTION

30 30 20 10 0 Strongly agree

30

20
10 10

Agree

No opinion

Disagree Strongly disagree

NO OF RESPONDENTS

Interpretati n:In the above table 30%of respondents are strongly agree and 30% of respondents are agree and 20% of respondents are no opinion and 10% of respondents are disagree and 10% of respondents are strongly disagree.

TABLE 4.11 IS THAT YOUR SENIORITY ALSO HAVE BEEN CONSIDERED FOR PROMOTION In this table the researcher has made an attempt to find out that your seniority also have been considered for promotion. S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly disagree TOTAL NO OF RESPONDENTS 30 20 10 20 20 100 % OF RESPONDENTS 30 20 10 20 20 100

FIGURE 4.11 IS THAT YOUR SENIORITY ALSO HAVE BEEN CONSIDERED FOR PROMOTION

30

30 25 20 15 10 5 0
Strongly agree

20

20

20

10

Agree

No Disagree Strongly opinion disagree

NO OF RESPONDENTS

Interpretati n: In the above table 30% of respondents are strongly agree and 20% of respondents are agree and 10% of respondents are no opinion and 20% of respondents are disagree and 20% of respondents are strongly disagree.

TABLE 4.12 IS THAT PERFORMANCE APPRAISAL RESULTS SOME BENEFITS In this table the researcher has made an attempt to find out that your performance appraisal results some benefits. S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly disagree TOTAL NO OF RESPONDENTS 30 20 10 20 20 100 % OF RESPONDENTS 30 20 10 20 20 100

FIGURE 4.12 IS THAT PERFORMANCE APPRAISAL RESULTS SOME BENEFITS

30 30 25 20 15 10 5 0
Strongly agree

20 10

20

20

Agree

No Disagree Strongly opinion disagree

NO OF RESPONDENTS

Interpretati n: In the above table 30% of respondents are strongly agree and 20% of respondents are agree and 10% of respondents are no opinion and 20% of respondents are disagree and 20% of respondents are strongly disagree

TABLE 4.13 REQUIREMENT OF AN EFFECTIVE APPRAISAL SYSTEM In this table the researcher has made an attempt to find out that requirement of an effective appraisal system. NO OF RESPONDENTS 30 30 20 10 10 100 % OF RESPONDENTS 30 30 20 10 10 100

S.NO 1 2 3 4 5

OPINION Strongly agree Agree No opinion Disagree Strongly disagree TOTAL

FIGURE 4.13 REQUIREMENT OF AN EFFECTIVE APPRAISAL SYSTEM

35 30 25 20 15 10 5 0

30

30 20 10 10

Strongl agree

Interpretation:

In the above table 30% of respondents are strongly agree and 30% of

respondents are agree and 20% of respondents are no opinion and 10% of respondents are disagree and 10% of respondents are strongly disagree.

gree

No opinion

Disagree

Strongl disagree

NO OF RESPONDENTS

TABLE 4.14 IMPROVEMENT OF EMPLOYEES WITH THE HELP OF PERFORMANCE APPRAISAL SYSTEM In this table the researcher has made an attempt to find out that improvement of employees with the help of performance appraisal system.

S.NO 1 2 3 4 5

OPINION Strongly agree Agree No opinion Disagree Strongly Disagree TOTAL

NO OF RESPONDENTS 50 20 Nil 20 10 100

% OF RESPONDENTS 50 20 Nil 20 10 100

FIGURE 4.14 IMPROVEMENT OF EMPLOYEES WITH THE HELP OF PERFORMANCE APPRAISAL SYSTEM
50

50 40 30 20 10 0
S r gl agree

20 0
Agree

20
10

Disagree

i i

S r gl Disagree

O OF RESPO DE TS
( (

Interpretati n: In the figure shows that 50% respondents have strongly agree and 20% of respondents have agree and nil % of respondents have no opinion and 20 % of respondent have disagree and 10% of respondent are have strongly disagree.

% $# "

$# $ ' # # &

% $# "

TABLE 4.15 THE PERFORMANCE APPRAISAL SYSTEM AIMS AT STRENGTHENING THE APPRAISER AND APPRAISE RELATIONSHIP

In this table the researcher has made an attempt to find out the performance appraisal system aims at strengthening the appraiser and appraise relationship.

S.NO 1 2 3 4 5

OPINION Strongly agree Agree No opinion Disagree Strongly Disagree TOTAL

NO OF RESPONDENTS 30 30 12 8 10 100 FIGURE 4.15

% OF RESPONDENTS 30 30 12 8 10 100

THE PERFORMANCE APPRAISAL SYSTEM AIMS AT STRENGTHENING THE APPRAISER AND APPRAISE RELATIONSHIP
40 30 20
10 0

30

30 12

10

Strongl agree

gree

No opinion

Disagree

Strongl Disagree

NO OF RESPONDENTS

Interpretation:

In the above figure shows that 30% respondents have strongly agree

and 30% of respondents have agree and 12 % of respondents have no opinion and 8% of respondent have disagree and 10% of respondent are have strongly disagree.

TABLE 4.16 IS APPRAISER GENERALLY SPENDS TIME AND DISCUSS WITH APPRAISE ABOUT THEIR PERFORMANCE In this table the researcher has made an attempt to find out the appraiser generally spends time and discuss with appraise about their performance.

S.NO 1 2 3 4 5

OPINION Strongly agree Agree No opinion Disagree Strongly Disagree TOTAL

NO OF RESPONDENTS 20 60 Nil 10 10 100 FIGURE 4.16

% OF RESPONDENTS 20 60 Nil 10 10 100

IS APPRAISER GENERALLY SPENDS TIME AND DISCUSS WITH APPRAISE ABOUT THEIR PERFORMANCE
60 60 50 40 30 20 10 0

20 10 0 10

Strongly agree

Agree

No opinion

Disagree

Strongly Disagree

NO OF RESPONDENTS

Interpretati n: In the above chart 20% respondents have strongly agree and 60% of respondents have agree and nil % of respondents have no opinion and 10% of respondent have disagree and10% of respondent are have strongly disagree.

TABLE 4.17 FEEL ABOUT THE OB ECTIVITY OF THE PERFORMANCE APPRAISAL SYSTEM In this table the researcher has made an attempt to find out the feel about the objective of the performance appraisal system. S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly Disagree TOTAL NO OF RESPONDENTS 30 20 10 20 20 100 FIGURE 4.17 FEEL ABOUT THE OB ECTIVITY OF THE PERFORMANCE APPRAISAL SYSTEM % OF RESPONDENTS 30 20 10 20 20 100

35
30 25

30
20 20 20

20 15
10 5

10

0
Strongly agree Agree No opinion Disagree NO OF RESPONDENTS Strongly Disagree

Interpretati n: In the above table 30% of respondents are strongly agree and 20% of respondents are agree and 10% of respondents are no opinion and 20% of respondents are disagree and 20% of respondents are strongly disagree.

TABLE 4.18 IS THE PERFORMANCE APPRAISAL SYSTEM COMMUNICATED TO PEOPLE IN ADVANCE In this table the researcher has made an attempt to find out the performance appraisal system communicated to people in advance. S.NO 1 2 3 4 5 OPINION Strongly agree Agree No opinion Disagree Strongly Disagree TOTAL NO OF % OF R SPONDENTS RESPONDENTS 20 20 30 10 20 20 100 30 10 20 20 100

FIGURE 4.18 IS THE PERFORMANCE APPRAISAL SYSTEM COMMUNICATED TO PEOPLE IN ADVANCE

30 30 25 20 15 10 5 0 20 20 20

10

Strongly agree

Agree

No Disagree Strongly opinion Disagree

NO OF RESPONDENTS

Interpretati n: In the above chart 10% of respondents are strongly agree and 20% of respondents are agree and 30% of respondents are no opinion and 20% of respondents are disagree and 20% of respondents are strongly disagree.

CHAPTER-V CHI-SQUARE ANALYSIS:

1. Chi square test to test whether there is any significant relationship between the flexibility and independence in their job and the organizing policies are supportive to deliver their best.

Organization policies yes No Flexibility and independence Total yes 50 no 20 70 15 15 30

Total 65 35 100

is no significant relationship between the flexibility and independence in and the organizing policies are supportive to deliver their best.

1. H0 - There their job

2. H1 There is significant relationship between the flexibility and independence in their job and the organizing policies are supportive to deliver their best. Observed value (O) 50 20 15 15 Expected value (E) 45.5 19.5 19.5 10.5 (O-E)2 20.25 0.25 0.25 20.25 Total (O-E)2 /E 0.445 0.012 0.012 1.928 2.397

=2.397 Do = (r-1) *(c-1) = (2-1)*(2-1) = 1 Table value@5% for 1=3.841 H0 is accepted. INTERPRETATION: There is no significant relationship between the flexibility and independence in their job and the organizing policies are supportive to deliver their best.

CHAPTER VI SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSIONS

5.1. FINDINGS 1. 60% of the employees are satisfied with the Performance Appraisal should be followed periodically. 2. 40% of the employees are satisfied with the appraisal system facilitates growth and learning. 3. 60% of the employees are satisfied with the performance appraisal system is helpful to complete the target set by the organization. 4. 50% of the employees are satisfied with the identification of training needs. 5. 60% of the employees are agree with the performance appraisal is the deciding promotion. 6. 50% of the employees are agree with the seniority is also have been considered for promotion. 7. 50% of the employees are satisfied with that performance appraisal results some benefits. 8. 60% of the employees are satisfied with the requirement of an effective appraisal system. 9. 70% of the employees are satisfied with the improvement with the help of performance appraisal system. 10. 60% of the employees are agree with the performance appraisal aims at strengthening the appraiser and appraise relationship. 11. 80% of the employees are agree the appraiser spends time and disguss with the appraise about their relationship. 12. 50% of the employees are agree with the feel about the objectivity of the performance appraisal system. 13. 50% of the employees are satisfied with the performance appraisal system communicated to people in advance.

5.2. SUGGESTION 1. Give extra training for the each employee in every day. 2. 20% of employees are not satisfied with their current performance. So improve their training program. 3. Give training for each and every base of skills, such as knowledge Base, attitude base and other skill base.

5.3. CONCLUSION Performance appraisal is essential to understand and improve the employees performance through HRD. In fact, performance appraisal is the basis for HRD. It was viewed that performance appraisal was useful to decide upon employee promotion/transfer, salary determination and the like. But the recent developments in human resources management indicate that performance appraisal is the basis for employee development. Performance appraisal indicates the level of desired performance level, level of actual performance and the gap between these two. This gap should be bridged through human resources development techniques like training, executive development etc. now we shall discuss this chapter in the following lines.

BIBLIOGRAPHY

y y y y y

C.R.KOTHARI, Research Methodology, Wishva Prakashan, Second Edition, 2002 STEPHEN P. ROBBINS, Organizational Behaviour www.google.com www.answers.com www.tvsiyengar.com

APPENDICES
QUESTIONNAIRE

A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN NOVA IT SOLUTION (P) LTD. CHENNAI

1) Name: 2) Age : 21-30 31-40 41-50

3) Educational Qualification HSC 4) Gender Male 5) Marital Status Married 6) Experience Upto 5 years 5 to 10 years 10 to 15 years above 15 years Unmarried Female UG PG Technical

7) Performances appraisal system should be followed periodically in an organization Strongly agree Disagree Agree Strongly Disagree No opinion

8) The appraisal system facilitates growth and learning in this organization Strongly agree Disagree Agree Strongly Disagree No opinion

9) Is the performance appraisal system is helpful to completion of the target in the organization?

Strongly agree Disagree

Agree Strongly Disagree

No opinion

10) What is your opinion about the objectives of the performance appraisal system followed in the organization? Strongly agree Disagree Agree Strongly Disagree No opinion

11) Is the feed back on performance appraisal alone be the factor is deciding your promotion Strongly agree Disagree Agree Strongly Disagree No opinion

12) Is that your seniority also have been considered for yours promotion Strongly agree Disagree Agree Strongly Disagree No opinion

13) Is that your performance appraisal result has some benefits Strongly agree Disagree Agree Strongly Disagree No opinion

14) Is the requirement of an effective appraisal system in order of your importance Strongly agree Disagree Agree Strongly Disagree No opinion

15) I am able to improve myself with the help of performance appraisal system Strongly agree Strongly disagree 16) The performance appraisal system aims at strengthening the appraiser and appraise relationship through mutual understanding and trust Strongly agree Disagree Agree No opinion Agree No opinion Disagree

Strongly disagree

17) The appraiser generally spends time and discuss with appraise their about their performance .. Strongly agree Disagree Agree No opinion

Strongly disagrees

18) What do you feel about the objectivity of the pas conducted in your organization? Strongly agree Disagree Agree Strongly Disagree No opinion

19) Is the type of appraisal system communicated to people in advance? Strongly agree Disagree Agree Strongly Disagree No opinion