Post on 06-Mar-2015
A STUDY ON
PERFORMANCE APPRAISAL AT SHIVASHAKTHI BIO PLANTTEEC LTD, (HYDERABAD)
Dissertation report submitted to the Department ofHuman 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 PRASADAssociate Professor
GAYATRI VIDYA PARISHAD COLLEGE FOR DEGREE & P.G. COURSES
(AUTONOMOUS)(AFFILIATED TO ANDHRA UNIVERSITY)
VISAKHAPATNAM2009-2011
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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: Teacher Guide
Date:
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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)
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PREFACE
Performance appraisal is a method by which the job
performance of an employee is evaluated (generally in terms
of quality, quantity, cost, and time) typically by the
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
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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 wouldn’t 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.
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And also I finally convey my thanks to my friends for help me out a lot
in completion of this dissertation.
INDEXINDEX
CHAPTER-1Performance 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
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ANNEXURE
BIBLIOGRAPHY
CHAPTER – I
THEORETICAL
FRAMEWORK
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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 employee’s job relevant strengths and
weaknesses.
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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 large-
scale 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
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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 appraisal covers results, accomplishments and
performance.
The appraisals of individuals in an employment has been labeled
and described by experts over the years in different ways; common
descriptions include performance appraisal, merit rating, behavioral
assessment, employee evaluation, personnel review, progress report,
staff assignment, service rating and fitness report.
DEFINITIONS:
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"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 feedback to each individual for his or her
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
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.
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IMPORTANCE AND PURPOSE OF PERFORMANCE
APPRAISAL
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 use them as a base for coaching and counseling the
individual
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Performance appraisal determines who shall receive merit
increases, 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."
- CUMMING
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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 necessary.
Provide information which help to counsel the subordinate.
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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 one’s own
performance systematically.
Increases mutuality between each employee and his
superior and strengthen relationships.
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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.
For individual and organizational problems.
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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.
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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
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3) Help me improve my performance
4) Reward me for doing well
Organizational Viewpoint
From the organization’s 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
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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
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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
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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
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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.
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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.
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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
individual’s 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
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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.
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IMPLEMENTATION & EVALUATION SYSTEM OF
PERFORMANCE 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.
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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 of the whole organization is
enhanced.
For many employees, an “official” appraisal interview may
be the only time they get to have exclusive, uninterrupted
access to their supervisor.
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.
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During the discussion of an employee’s 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
organization’s 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
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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 employee’s 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
repercussions–both 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:
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For an effective method the following features should
exist in the system.
There should be strong belief from both the sides.
Proper performance planning’s 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 factor’s 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.
STRICT RATING: Being over conservative and strict in rating.
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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.
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Chapter-II
Company Profile
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ORIGIN:-
‘’Shivashakthi” has been established in the year 1996
Vijayawada Located in Andhra Pradesh. The focus of the company is
on the economic growth of the farming community of our
country, as agriculture is the backbone of our country. The
group has reached a turnover of above Rs. 137 crores for the
financial year 2010 - 2011 with more than 56 branches in 16
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 can’t think of development of our country. It is because, 60-
70% of our country’s 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 be a global corporation that
provides best agro solutions that Empowers farming community
and adds prosperity to their lives by creating awareness.
MISSION OF THE GROUP: -
To achieve the objectives in an
environment of fairness, honesty and courtesy towards the
customers, employees, vendors and society at large. Guided by this
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inspiring credo we hope to reach many a milestone in endeavor for
the quality of human life and the environment.
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.
35
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
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. Shivashakthi Bio Plantteec Limited
2. Nava- Barat Fertilizers Limited
3. Nava-Kisan Bio Plantteec Limited
4. Navshakthi Infratech Limited
5. 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 : Medchal
Gujarat : Bhavnagar, Ankaleswar
Karnataka : Hallur, Hospet
Madhya Pradesh : Jabalpur
Uttar Pradesh : Gajarola
Uttarakand : 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.
36
Bihar : Patna, Chapra, Bettiah, Madubani, Dalsingh,
Sarai,
Muzaffapur, Maheshkut, Katiahr,
West Bengal : eliguri, Maldah
Maharashtra : Aurangabad, Nasik, Akola, Nagpur, Solapur,
Chandrapur, Dhule, Nanded
Madhya Pradesh : Indore, Mandsaur, Shivapuri
Rajasthan : Jaipur, Hanumangarh, Jodhpur, Baran, Ramgarh
Haryana : Jind, Rewadi
Uttar Pradesh : Allahabad, Muzaffarnagar, Bahraich, Bareilly,
Kanpur, Tundla
Gujarat : Hansapur, Rajkot
Karnataka : 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
37
such plus trees through seed , cutting , buds , or roots by Using the
modern propagating and green- house technologies.
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:-
38
Jem flower
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
39
VAM (six mycorrhizae)
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 VIZ. Organic fertilizers, Plant growth promoters,
Micronutrients, Bio fertilizers and Bio pesticides and sale of teak and
horticulture plants by IQNet partners “THE 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
performance culture. The immediate superior will appraise the
sub-ordinate on his performance on the Job. This also implies
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 meet to clarify expectations
from their key customers \ departments and each other.
This input should be converted into performance goal to be met
during the review period.
Conceptual Approach
To be a good coach one must believe that:
45
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)
FEEDBACK AND CONSEQUENCE MANAGEMENT
46
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
expectations from their key departments who may be their
immediate superior, customers, peers and subordinates at
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 non-
negotiable 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 employee’s 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,
50
the presentation of the study and finally the limitation involved in the
study.
TITLE OF THE STUDY:
The title of the study is “PERFORMANCE APPRAISAL“SHIVASHAKTHI 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.
51
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
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:
52
Data or the present study is collected through two sources i.e. through
primary data and secondary data.
Primary Data:
Respondent Questionnaire
Personal interaction with the employees.
Secondary Data:
HR Manual Quality Journals
Personnel Management Book
Human Resource Management Book.
STUDY INSTRUMENTS:
The respondent questionnaire is framed to find out the
effectiveness of Performance Appraisal of Shivashakthi. The
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
53
PRESENTATION OF THE REPORT:
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 respondent’s preferably technical people are very busy with
their work
54
It is difficult to prepare a questionnaire, which suits for people of
all categories.
Most of the information is confidential.
There is every possibility of deviation in answering pattern from
what the respondent really feels.
Chapter - IV55
Data Collection Analysis,
Data Interpretation
ANALYSIS AND DATA INTERPRETATION
1. How do you feel the performance appraisal system of
Shivashakthi?
Table 1
S.no Opinions percentage
1 strongly agree 82 Agree 543 Disagree 28
56
4 strongly disagree 10 Total 100
DATA PRESENTATION
8
54
28
10
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the almost true system of
Performance Appraisal System exists in Shivashakthi agree with 54%of
the respondents, it’s 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 Opinions Percentage1 strongly agree 102 Agree 263 Disagree 544 strongly disagree 10 Total 100
57
DATA PRESENTATION
10
26
54
10
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of the project goals
different from functional goals are agree with 26%of the respondents,
it’s 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 Opinions Percentage1 strongly agree 62 Agree 143 Disagree 264 strongly disagree 54 Total 100
58
DATA PRESENTATION
6
14
26
54
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of the Self development
that exists in the performance appraisal, agree with 14% of the
respondents, it’s 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 Opinions percentage1 strongly agree 102 Agree 463 Disagree 124 strongly disagree 32 Total 100
DATA PRESENTATION
59
10
46
12
32
0
5
10
15
20
25
30
35
40
45
50
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of the Changes made in
system inconsistency at Shivashakthi, agree with 46% of the
respondents, it’s 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 Opinions percentage1 strongly agree 142 Agree 223 Disagree 204 strongly disagree 44 Total 100
60
DATA PRESENTATION
14
2220
44
0
5
10
15
20
25
30
35
40
45
50
percentage
1 strongly agree
2 agree
3 disagree
4 strongly 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, it’s 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 Opinions percentage1 strongly agree 102 Agree 143 Disagree 544 strongly disagree 22 Total 100
DATA PRESENTATION
61
1014
54
22
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of remuneration is in par
with performance derived from Performance Appraisal , agree with
14% of the respondents, it’s 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 Opinions Percentage1 strongly agree 162 Agree 623 Disagree 124 strongly disagree 10 Total 100
DATA PRESENTATION
62
16
62
12 10
0
10
20
30
40
50
60
70
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of superior
acknowledging and contributing to set the goals, agree with 62% of the
respondents, it’s 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 Opinions percentage1 strongly agree 42 Agree 243 Disagree 284 strongly disagree 44 Total 100
DATA PRESENTATION
63
4
2428
44
0
5
10
15
20
25
30
35
40
45
50
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of immediate superior
attempts to motivate you, agree with 24% of the respondents, it’s
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 Opinions percentage1 strongly agree 62 Agree 263 Disagree 544 strongly disagree 14 Total 100
DATA PRESENTATION
64
6
26
54
14
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
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, it’s 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 Opinions percentage1 strongly agree 442 Agree 223 Disagree 244 strongly disagree 10 Total 100
DATA PRESENTATION
65
44
2224
10
0
5
10
15
20
25
30
35
40
45
50
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
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, it’s 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 Opinions percentage1 strongly agree 122 Agree 143 Disagree 444 strongly disagree 30 Total 100
DATA PRESENTATION
66
16
62
12 10
0
10
20
30
40
50
60
70
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of performance is
recognized by proper rewards, agree with 62% of the respondents, it’s
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 Opinions percentage1 strongly agree 102 Agree 483 Disagree 384 strongly disagree 4 Total 100
DATA PRESENTATION
67
10
48
38
4
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly 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, it’s 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 Opinions percentage1 strongly agree 122 Agree 543 Disagree 244 strongly disagree 10 Total 100
DATA PRESENTATION
68
12
54
24
10
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
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, it’s 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 Opinions percentage1 strongly agree 62 Agree 683 Disagree 144 strongly disagree 12 Total 100
DATA PRESENTATION
69
6
68
14 12
0
10
20
30
40
50
60
70
80
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
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, it’s 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 Opinions percentage1 strongly agree 102 Agree 523 Disagree 364 strongly disagree 2 Total 100
DATA PRESENTATION
70
10
52
36
2
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of performance plays a
key role in the organization, agree with 52% of the respondents, it’s
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 Opinions Percentage1 strongly agree 202 Agree 583 Disagree 204 strongly disagree 2 Total 100
DATA PRESENTATION
71
20
58
20
2
0
10
20
30
40
50
60
70
percentage
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, it’s 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 Opinions percentage1 strongly agree 42 Agree 203 Disagree 564 strongly disagree 20 Total 100
DATA PRESENTATION
72
4
20
56
20
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
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, it’s 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 Opinions percentage1 strongly agree 162 Agree 343 Disagree 304 strongly disagree 20 Total 100
DATA PRESENTATION
73
16
34
30
20
0
5
10
15
20
25
30
35
40
percentage
1 strongly agree
2 agree
3 disagree
4 strongly 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, it’s 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 Opinions percentage1 strongly agree 202 Agree 483 Disagree 204 strongly disagree 12 Total 100
DATA PRESENTATION
74
20
48
20
12
0
10
20
30
40
50
60
percentage
1 strongly agree
2 agree
3 disagree
4 strongly 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, it’s 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 Opinions percentage1 strongly agree 102 Agree 583 Disagree 184 strongly disagree 14 Total 100
DATA PRESENTATION
75
10
58
1814
0
10
20
30
40
50
60
70
percentage
1 strongly agree
2 agree
3 disagree
4 strongly disagree
INTERPRETATION:
Above table shows that the opinions of are they satisfied with
the transparency of performance appraisal procedure, agree with 58%
of the respondents, it’s 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.
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SSBPL create a challenging opportunities to the associate in the
job.
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
employee’s dedications towards work.
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Performance appraisal techniques need to be improved
qualitatively.
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 was
incorporated, with the object of on the economic growth of the
farming community of our country, as agriculture is the
backbone of our country. The group has reached a turnover
of above Rs. 137 crores for the financial year 2008 - 2009 with
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more than 56 branches in 16 states , dynamic & enthusiastic
man power all over the country.
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.
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ANNEXURE
PERSONAL INFORMATION
___________________________________________________________
NAME :
DESIGNATION :
DEPARTMENT :
QUESTIONNAIRE ON PERFORMANCE APPRAISAL
1. How do you feel the performance appraisal system of Shivashakthi?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
2. In your opinion are project goals different from functional goals?
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a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
3. All your personal needs (self development) are being fulfilled?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
4. Do you welcome the changes made in the system inconsistency with the organizations vision?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
5. Should promotion be based on the rating derived from performance appraisal?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
6. How far you feel your remuneration is in par with your performance?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
7. Is your superior acknowledging and contributing to set the goals?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
8. How frequently your immediate superior attempts to motivate you?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
9. The training programmes could be taken to improve your performance in your current position by you and your boss?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
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10.On the basis of your present rating are you able to make any significant changes to improve them?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
11.Performance is recognized by proper rewards?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
12.Are your capabilities considered at the time of setting goals?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
13.Do you improve your performance in your current position through the performance appraisal process?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
14.Are your training and performance programmes are really benefited to you?
a) Strongly Agree b) Agree c) Disagreed d) Strongly Disagree
15.Do you think Performance plays a key role in the organization?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
16. Do you recommend seniority based or performance based at the time of promotion?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
17.Are the rating given to you in past 5years is unto your expectations?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
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18.Does the system of performance appraisal really recognition / reward to the employees in the organization?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
19.Are the problems relating to your work are considered at the time of appraisal?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
20.Are u satisfied with the transparency of performance appraisal procedure?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
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BIBLOGRAPHY
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Books Referred:
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 &Pareek
Potential Management and Appraisal System
–T.V.Rao
Websites:
www.google.com
www.Performanceappraisal.com
www.sivashakthi.in
www.sitehr.com
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