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A STUDY ON EMPLOYEE SATISFACTION TOWARD
PERFORMANCE APPRAISAL OF RANE ENGINE VALVE
LIMITED, CHENNAI.
A PROJECT REPORT
Submitted by
G.BRINDHA
(Register Number: 31609631007)
UNDER THE GUIDENCE OF
Ms. BINDU BASHINI
FACULTY OF MANAGEMENT STUDIES
In partial fulfilment of the requirements
For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
IN
DEPARTMENT OF MANAGEMENT STUDIES
VELS SRINIVASA COLLEGE OF ENGINEERING AND TECH.
THALAMBUR
ANNA UNIVERSITY
CHENNAI 600 025
JUNE ± 2010
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VELS SRINIVASA COLLEGE OF ENGINEERING
[Affiliated To Anna University]
THALAMBUR, CHENNAI ± 603 103
BONAFIDE CERTIFICATE
Certified that this summer project report titled ³A STUDY ON EMPLOYEE
SATISFACTION TOWARD PERFORMANCE APPRAISAL OF RAANE ENGINE
VALVE LIMITED, Chennai.´ is the bonafide work of Ms.G.Brindha Register
Number: 31609631007 who carried out the research under my supervision. Certified
further, that to the best of my knowledge the work reported herein does not form part of
any other project report or dissertation on the basis of which a degree or award was
conferred on an earlier occasion on this or any other candidate.
Ms. Bindu Bashini Mrs.V.SHANMUGAPRIYA, M.Phill
Internal Guide Head of the Department
Submitted to Project and Viva Examination held on__________________
Internal Examiner External Examiner
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DECLARATION
I hereby declare that the project work entitled ³³A Study on Employee Satisfactiontoward Performance Appraisal of Raane Engine Valve Limited, Chennai´ is the original
work done by me submitted to Anna University in Partial fulfilment of requirement for
award of Master of Business Administration in Human Resource record of original work
done by me under the supervision of Ms. Bindu Bashini, Asst. Professor, Internal guide,
Department of Management Studies Vels Srinivasa College of Engineering and
Technology.
Place: Signature of the student
Date: (G.BRINDHA)
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ABSTRACT
Performance appraisal is that which measures employee opinions of the
workplace and their personal situation. It helps to identify the unique strength and
specific opportunities for improvement, interested performance of the employees can
improve the company profitability.
The Job of a employee in the work place is to get things done through specific
period of time.
Human nature can be very simple, yet very complex too. An Understanding
and appreciation of this is to perquisite to effective employee performance appraisal in
their assigning work and therefore effective work.
The descriptive research design is adopted here. The sample size is 100.A
structure questionnaire is used as a tool for data collection. With the available data,
analysis are made with the help of statistical tools like percentage analysis, chi-square,
ANOVAs, co-relation, etc, Based on this suggestion recommendations and conclusions
are made.
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CONTENTS
CHAPTER
NO PARTICULARS PAGE NO
1 INTRODUCTION
1.1 Introduction
1.2 Objective of the study
1.3 Scope of the Study
1.4 Industry Profile
1.5 Company Profile
1.6 Limitation of the study
2 REVIEW OF LITERATURE
3 RESEARCH METHODOLOGY
4 ANALYSIS AND INTERPRETATION OF DATA
4.1 Percentage analysis
4.2 Test Name
4.3 Test Name
5 SUMMARY
5.1 Findings
5.2 Suggestions
5.3 Conclusions
APPENDIX
BIBLIOGRAPHY
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LIST OF TABLES
TABLE
NO. PARTICULARS
PAGE
NO.
1 Classification based on age
2 Classification based on department
3 Classification based on job category
4 Classification based on salary scale
5 Classification based on experience
6 Classification based on factors impressing the
employees to join
7 Classification based on promotion
8 Classification based on employees performance
9 Classification based on employee will be appraised
10 Classification based on satisfaction level of employees
with Performance appraisal system
11 Classification based on improvement of employees
Performance
12 Classification based on working condition
13 Classification based on job security
14 Classification based on employees contribution level
15 Classification based on supervisor treats
16 Classification based on opportunities to learn and grow
17 Classification based on authority
18 Classification based on rewards and recognition system
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LIST OF CHARTS
TABLE
NO. PARTICULARS
PAGE
NO.
1 Classification based on age
2 Classification based on department
3 Classification based on job category
4 Classification based on salary scale
5 Classification based on experience
6 Classification based on factors impressing the
employees to join
7 Classification based on promotion
8 Classification based on employees performance
9 Classification based on employee will be appraised
10 Classification based on satisfaction level of employees
with Performance appraisal system
11 Classification based on improvement of employees
Performance12 Classification based on working condition
13 Classification based on job security
14 Classification based on employees contribution level
15 Classification based on supervisor treats
16 Classification based on opportunities to learn and grow
17 Classification based on authority
18 Classification based on rewards and recognition system
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INTRODUCTION
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1.1 Introduction - Performance appraisal
A performance appraisal, employee appraisal, performance review, or careerdevelopment discussion 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. A 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.
Aims
y Give employees feedback on performance
y Identify employee training needs
y Document criteria used to allocate organizational rewards
y Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions, bonuses, etc.
y Provide the opportunity for organizational diagnosis and development
y Facilitate communication between employee and administration
y Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
y To improve performance through counselling, coaching and development
MethodsThe most popular methods used in the performance appraisal process include the
following:
y Management by objectives
y 360-degree appraisal
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y Behavioral observation scale
y Behaviorally anchored rating scales
Modern Appraisal
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities
for improvement and skills development.
Employee satisfaction
Employee satisfaction is supremely important in an organization because it is what
productivity depends on. If your employees are satisfied they would produce superior
quality performance in optimal time and lead to growing profits. Satisfied employees are
also more likely to be creative and innovative and come up with breakthroughs that allow
a company to grow and change positively with time and changing market conditions.
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1.2 Objectives of the study
Primary Objective:
A study on employee satisfaction toward performance appraisal of Rane Engine
valve limited, Chennai.
Secondary Objective:
y To evaluate the present performance appraisal system of revl
y To identify the suitability of their appraisal system to explore the employees
potential.
y To measure the relationship between the supervisor and the employees.
y To find the benefits provided to the employees by revl.
y To measure the rewards and recognition system provided to the employees by
revl.
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1.3 Scope of Study:
The study is intended to evaluate performance appraisal of employees in the
organization. Good performance appraisals of employees are made to achieve the
efficiency and also to increase their Performance level.
Employee delight has to be managed which helps in retaining and nurturing the
employees i.e. the faster the organization nurture their employee the more successful they
will be. It helps the researcher to realize the importance of performance appraisal of the
employee.
It helps to provide a support of the future research regarding strategic guidance
for the organization that are both providing and using reward/recognition programmes.
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Company Profile
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Profile
o Incepted in 1959 to manufacture valves and valve train components
for various engine application
o Latest manufacturing practices to keep abreast of technologicaladvancements
o Caters to every section of the auto industry through four
manufacturing plants
o Cutting edge technology
o Market leader in India
o Clientele spread across Europe, North America and the Far Eastern
markets including the best known brands such as Volkswagen,Deutz & Yamaha
Design
o Centralized R&D and product engineering function
o Design and functional aspects of development match customer
requirements
o Design team includes IC Engine Specialists, CAD and CAM application
experts, software analysts.
o CAD/CAE, Finite Element Analysis (FEA) Pro-E, Analysis etc used for
new product development.
o Up to date practices like QFD, Design reviews and world acclaimed
Japanese development methods implemented across facilities
o New product development process aligned to ISO / TS 16949:2002 norms
Manufacturing:
5 plants located in Chennai, Hyderabad & Trichy manufacture engine
valves, valve guides and tappets.
Plant 1 (Chennai) - Engine Valves
Plant 2 (Hyderabad) - Engine Valves
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Plant 3 (Chennai) - Guides & Tappet
Plant 4 (Hyderabad) - Engine Valves
Plant 5 (Trichy) - Engine Valves
Quality:
REVL has consistently maintained a zero warrantyfailure level for the last 6 years
y Several recognitions and awards from OEclientele
y Preferred supplier in the industry
y Deming Application Prize winner in the year 2005
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ngine Valves
Dimension
Stem Dia 5 - 15 mm
Head Dia 18 - 85 mm
Length 85 - 195 mm
Material
Martensitic & Austentic grades of valve steels and super alloys
Special Features
Hard faced seat
Bi-metal construction stellited
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Button-welded
Pattern-hardened tappet end
Spiral-polished under head Chrome / Nitrided finish
Valve Guide
Dimension
Outer Dia 9 - 110 mm
Bore Dia 5 - 40 mm
Length 25 - 400 mm
Material
Cast Iron, Sintered
Special Features
Nitrided / Phospated finish threaded bores
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y Endurance test for concept approval and validation
y Measurement of power, SFC in the engine wear and distortion
y Valve temperature measurement as per customer specifications
y Integrated and separate two wheeler test bed, petrol Engine test bed and diesel test
bad facilities
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REVIEW OF
LITERATURE
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REVIEW OF LITERATURE
In the article of ³What is Performance Appraisal´ by Adiele ndunuju
Posted on Feb 09, 2009)
Performance management, Performance review or performance appraisal as used by
different establishments are all talking about the same thing, it has to do with aligning the
human resources with the corporate goals of the firm, evaluate their performances and
recommend commensurate rewards. It involves skill planning, skill development, and
maintaining a good pay for performance culture in an organization.
Performance appraisal is a very important aspect of organization future growth and
positioning as such it should be carried out with all seriousness and sincerity. The Human
resources person should be able to advice all supervisors and managers before every
appraisal exercise to avoid getting a biased result, which will ultimately affect the general
productivity of the firm.
In the article of ³Purpose of Performance Appraisal-how and Why it is
an Important and Effective for Any Organization´ posted by Arshia
Imran on Sep 18, 2008)
Performance Appraisal is very important for every kind of organization. It is
a justification of an individual employee. if we take the literal meaning of
performance The act of performing or fulfillment of an obligation or a
promise; especially, completion of ones duty. Appraisal is an expert or
official valuation. Performance Appraisal is defined as structured formal
interaction between a subordinate and supervisor, where the work
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performance of the subordinate is to be taken into consideration, with a view
to identifying weaknesses and strengths as well as opportunities for
improvement and Skills development.
Performance Appraisals are important for staff motivation, attitude and
behavior development, communicating and aligning individual as well as
organizational aims and having positive relationships between management
and staff. As performance appraisal provide a formal, recorded, regular
review of an individual's performance.
In the article of´ Performance Appraisals´ Posted by Kath Finney on
Jan 29, 2008
Employees can benefit from constructive criticism throughout their employment, not just
during the job search process. Performance appraisals are an ideal way for a manager to
offer guidance as to where their employees could improve upon current performance, but
the potential for this type of situation to be conducted incorrectly means that careful
planning is of great importan
Appraisals should always be well documented and signed by both the manager and the
employee. Records do not need to be particularly long, but they do need to include a
summary of the performance review, including evidence of what has been achieved and
identification of areas that need to be improved. Be honest when you discuss negative
aspects of employee¶s behavior and direct criticism at the work as opposed to personality.
In the article of´ Testing the effectiveness of Performance Appraisals´
posted by Verena Veneeva on Jul 10, 2006
Performance appraisal is one of the popular concepts among the multinational and local
companies. The concept has been defined by DeVries et al., (1981) as the process which
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allows firms to measure and consequently evaluate an employee's achievements and
behavior over a certain period of time. The basic purpose of using performance appraisal
techniques within an organization is to align the employee's efforts with the overall
objective of the firm.
There are many advantages mentioned in the literature regarding the use of performance
appraisals within an organization. It has been suggested that it improves the
communication between the higher to lower level management; identify areas of
improvement; show employees training needs; help in Promotion, retention and
termination decisions; and means of managerial control. The valuable organizational
objectives are served with the help of performance appraisals and organizations should
use the technique by aligning the performance parameters with their overall mission and
vision.
In the article of´ Employee¶s Performance Appraisal´ posted by
Muazzam-Mehmood on : Feb 23, 2009
UNDERSTANDING PERFORMANCE APPRAISAL METHODS
once the employees has been selected, trained and motivated, they are then appraised for
their performance. Performance appraisal is the step where the management finds out
how effective it has been hiring and placing employees If any problem is identified, steps
are taken to communicate with the employees and to remedy them. So "a performance
appraisal is a process of evaluating an employee¶s performance of a job in terms of its
requirement .Several methods and techniques of appraisal are available for measurement
of the performance of the employee.
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Limitations of the Study:
y The time period required for this study is not sufficient.
y Employees reluctant to give proper response because of the fear on management.
y The sample size takes for the study is very low.
y 100% reliability & accuracy cannot be expected from the respondent due to
various reasons.
y Respondent information may be over excited or under estimated. So from this we
are not able to determine the accurate.
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RESEARCH
METHODOLOGY
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RESEARCH METHODOLOGY
Introduction
Marketing research is the function which links the consumer, customer and public
to the marketers through information used to identify and define marketing, opportunities
and problems, generates refine marketing action; monitor marketing performance; and
improve understanding of marketing as a process.
Marketing research specifies the information required to address these issues;
designs the method for collection information manages and implements the data
collection process; analysis the results and communication the findings and their
implication.
Research definition:
³Research is careful inquiry or examination to discover new information and
relationship and to expand and to verify exiting knowledge,´ Research always starts with
questions or a problem. Its purpose is to find answer to questions through the application
of the scientific method. It is a systematic and intensive study directed towards a morecomplete knowledge of the subject studies.
Research design
³Research design is the plan, structure and strategy of investigation
conceived so as to obtain answer to research question and to control variance.´
- BY KERLINGER
From definition it is evident that research design is more or less a blue print of
research. At the outset may be noted that there are several ways of Studying and tackling
a problem. There is no signal perfect design.
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The research design can be classified in to two broad categories:
(A) Exploratory
(B) Descriptive
The Exploratory research is focus on the discovery of ideas.
Exploratory research is carried out to define problems and developed hypothesis to test
later. An exploratory study is generally based on the secondary data that are reading
available. It does not have to change his focus of direction, depending on the availability
of new ideas and relationship among variables.
The Descriptive studies are undertaken in many circumstances. Descriptive
studies can be complex, determining a high degree of scientific skill on the part of the
researcher.
Sources of Data
The sources of data collection methods are as follows.
a) Primary data:-The primary data is that which details we collect first time from the
market and also used first time in the research. We also say that the information is
first time in the research decision. To collect the primary data questionnaire is
prepared structure non disguise questionnaire is prepared.
b) Secondary data:-Secondary data are those data which are already collected by someone for
some purpose and are available for the present study; secondary data are already
collected by the company¶s records and other library¶s books. When the
secondary data are sufficient, the researcher has to be satisfied with the primary
sources of data. Secondary data can be used as bases for comparison with primary
data have been collected by questionnaire.
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Sample size:-
For the purpose of proper survey, there is need of perfect research instruments
to find out sample size for more accurate result about performance appraisal. The sample
size is 100 respondents.
Population Size:-
The population size is more than 1000 Employees.
Sampling Method:-
Convenience sampling technique was used in the study
STATISTICAL TOOLS:
The data has been mainly analyzed by using the following methods and tests.
1. Percentage Analysis
2. Correlation
3. Chi- Square test
4. Kolmogrov test
>Percentage analysis:
Percentage Analysis refers to a special kind of ratio in making comparison
between two or more data and to describe relationships. It can also be used to
compare the relation terms the distribution of two or more sources of data.
Number of Respondents
Percentage of Respondents = X 100
Total respondents
>Correlation:
r= N XY- X Y
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>Chi-Square Analysis:
Chi-Square is a non-parametric test of statistical significance for bivariate
tabular analysis. It is one of the simplest and most widely used non-parametric
tests in statistical work.
The Chi-Square method is the application of testing the significant
difference between observed and expected values.
Procedure:
Step-1: Null Hypothesis (Ho): There is no relationship between two variables.
Step-2: Alternative Hypothesis (H1): There is relationship between two
variables.
Step-3: Level of significance = 0.05
Step-4: Calculate the expected frequency
Row total X Column total
E= ------------------------------------------Grand total
Step-5:
Chi-Square test (²) = E
E O )( ²
Where, O= Observed frequency
E= Expected frequency
Step-6:
Degrees of freedom= (r-1)(c-1)
Where, r= Number of rows, C= Number of columns.
Step-7: Find the table value of ² at given level of significance with (r-1)(c-1) degrees of
freedom
Step-8: Compare the calculated value with tabulated value of ²
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Step-9: If the calculated value of ² is less than the tabulated value accepts Ho,otherwise reject it.
> KOLMOGROV TEST
Interpretation
&Analysis
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Classification Based On Age
Table 1
S.no Age Frequency Percentage
1 Below 20 Years Nil Nil
2 30-40 years 20 20
3 40-50 Years 65 65
4 Above 50 Years 25 25
Total 100 100
Interpretation:
From the above table 65% of people of under 40-50 years, 25% of people
above 50 years, 20% of people comes under 30-40 years.
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0
10
20
30
40
50
60
70
Below 20 Years 30-40 Years 40-50 Years Above 50 Years
Chart 1
Age
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0
10
20
30
40
50
60
70
Purchase Production Finance Storing HR
Chart 2
Department
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Classification Based On Job Category
Table 3
S.no Job Category Frequency Percentage
1 Executive Nil Nil
2 Manager Nil Nil
3 Supervisor Nil Nil
4 Operator 86 86
5 Others 14 14
Total 100 100
Interpretation:
From the above table 86% of people working in operator job category, 14% of
people only working under other job categories.
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0
10
20
30
40
50
60
70
80
90
100
Excecutive Manager Supervisor Operator Others
Chart 3
Job Category
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Classification Based On Experience:
Table 4
S.no Experience Frequency Percentage
1 Below 5 Years 4 4
2 5-10 Years 20 20
3 11-15 Years 32 32
4 16-20 Years 32 32
5 21-25 Years 12 12
Total 100 100
Interpretation:
From the above table 32% of people having 11-15 years experience, 32% of
people having 16-20 years experience, 20% of people having 5-10 years experience, 12%
of people having 21-25 years experience & 4% of people having below 5 years
experience.
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0
5
10
15
20
25
30
35
Below 5 Years 5-10 Years 11-15 Years 16-20 Years 21-25 Years
Chart 4
Experience
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Classification Based on Pre appraisal Team to upgrade the employee¶s Performance
Table 5
S.no Pre Appraisal Team Frequency Percentage
1 Yes 13 13
2 No 87 87
Total 100 100
INTERPRETATION:
From the above table 87% of people said no to the up gradation of employee¶s performance by the performance appraisal team, & the other 13% of people said yes for
performance appraisal team¶s up gradation process.
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0
10
20
30
40
50
60
70
80
90
100
Yes No
Chart 5
Pre Appraisal Team Upgrade
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Classification Based on Performance will be appraised:
Table 6
S.no Performance
Appraised
Frequency Percentage
1 Incentive 25 25
2 Salary Hike 3 3
3 Promotion 56 56
4 Rewards 6 6
5 Others 10 10
Total 100 100
Interpretation:
From the above table 56% of people said that their performance can be appraised
by providing promotion, 25% of people said that their performance can be appraised by
providing incentives, 10% of people said that their appraised by other facilities, 6% of
people said that their performance can be appraised by proving rewards, & 3% of people
said that their performance can be appraised by hiking salary.
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0
10
20
30
40
50
60
Incentive Salary Hike Promotion Rewards Others
Chart 6
Performance Appraised
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Classification Based On Opportunities to Learn and Grow
Table 4.7
S.no Satisfaction Frequency Percentage
1 Strongly agree 61 61
2 Agree 2 2
3 Neutral 3 3
4 Disagree 5 5
5 Strongly disagree 29 29
Total 100 100
Interpretation:
61% of respondents based on Opportunities to learn and Grow who Strongly
Agree, 2% of respondents based on Opportunities to learn and grow who agree, 3% of
respondents based on Opportunities to learn and grow who Neutral, 5% of respondents
based on Opportunities to learn and grow who disagree, 29% of respondents based on
Opportunities to learn and grow who strongly disagree
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0
10
20
30
40
50
60
70
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Chart 7
Oppurtunities to Learn &Grow
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Classification Based on Last Performance appraisal reflect your Performance accurately
Table 8
S.no Reflection Of
PerformanceAppraisal
Frequency Percentage
1 Strongly agree 24 24
2 Agree 12 12
3 Neutral 21 21
4 Disagree 14 14
5 Strongly disagree 29 29
Total 100 100
Interpretation:
From the above table 24% of respondents based on Reflection of performance
appraisal who strongly Agree, 12% of respondents based on Reflection of performance
appraisal who Agree, 21% of respondents based on Reflection of performance appraisal
who are Neutral, 14% of respondents based on Reflection of performance appraisal who
Disagree, 24% of respondents based on Reflection of performance appraisal who strongly
Disagree.
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Classification Based on Authority to make Decision:
Table 9
S.no Authority to make
decision
Frequency Percentage
1 Strongly agree 42 42
2 Agree 15 15
3 Neutral 10 10
4 Disagree 5 5
5 Strongly disagree 28 28
Total 100 100
Interpretation:
From the above table 42% of respondents based on Authority to make decisions
who strongly agree, 15% of respondents based on Authority to make decisions who
agree, 10% of respondents based on Authority to make decisions who are neutral, 5% of
respondents based on Authority to make decisions who disagree, 28% of respondents
based on Authority to make decisions who strongly disagree.
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0
5
10
15
20
25
30
35
40
45
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Chart 9
Authority to Make decisins
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Classification Based on Feel towards contributing to REVL¶s Mission
Table 10
S.no Contributing TowardsREVL¶s Mission
Frequency Percentage
1 Strongly agree 100 100
2 Agree Nil Nil
3 Neutral Nil Nil
4 Disagree Nil Nil
5 Strongly disagree Nil Nil
Total 100 100
Interpretation:
From the above table 100% of respondents based on feeling towards contributing
to REVL¶s Mission who strongly agree, the employees who are working in REVL
strongly agree that they are working towards contributing REVL¶s mission.
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0
20
40
60
80
100
120
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Chart 10
Contribution towards REVL'S
Mission
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Classification Based On Physical Working Condition
Table 11
S.no Physical Working
Condition
Frequency Percentage
1 Strongly agree 32 32
2 Agree 8 8
3 Neutral 10 10
4 Disagree 12 12
5 Strongly disagree 38 38
Total 100 100
Interpretation:
From the above table 32% of respondents based on who Physical Working
Condition who strongly agree, 8% of respondents based on who Physical Working
Condition who agree, 10% of respondents based on who Physical Working Condition
who are neutral, 12% of respondents based on who Physical Working Condition who
disagree, 38% of respondents based on who Physical Working Condition who strongly
disagree.
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0
5
10
15
20
25
30
35
40
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Chart 11
Physical Working Condition
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Classified based on the belief of Job secure
Table 12
S.no Job Secure Frequency Percentage
1 Strongly agree 100 100
2 Agree Nil Nil
3 Neutral Nil Nil
4 Disagree Nil Nil
5 Strongly disagree Nil Nil
Total 100 100
Interpretation:
From the above table 100% of respondents based on the belief of Job secure who
strongly agree, cent percent of the workers who are working in the organization believe
that their job security.
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CHART 12
0
20
40
60
80
100
120
Strongly agree Agree Neutral Disagree Strongly
disagree
Job Securacy
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CHI-SQUARE
Aim:
To measure probabilities of the satisfactory level with REVL¶s benefit package.
Hypothesis statement:
Null Hypothesis (H0):
There is no association b/w the satisfactory level with REVL¶s benefit package.
Alternative Hypothesis (H1):
There is association b/w the satisfactory level with REVL¶s benefit package.
Strongly
agree
Agree Neutral disagree Strongly
disagree
Ammount of
vacation
11 14 23 10 42
Sick leave
policy
48 29 16 4 3
Amount of
health care
paid for
41 15 10 10 24
Dental
benefits
44 21 3 10 22
CALCULATION:
Observed
frequency (O)
Expected
frequency (E)
(O-E)2/E
11 36 17.3611
14 19.75 1.6
23 13 7.6923
10 8.5 0.2647
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CORRELATION
Aim:
To measure probabilities of salary scale and factors to join
employee¶s in the compay
Salary No. of Respondents
Below 5000 2
5000-10000 5
10001-15000 20
15001-20000 44
Above 20000 29
Factors Impressing To
Join No. of Respondents
Good Will 4
Compensation System 20
Job Security 32
Working Environment 32
Others 12
CALCULATION:
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X Y XY X² Y²
2 4 8 4 16
5 20 100 25 400
20 32 640 400 1024
44 32 1408 1936 1024
29 12 348 841 144
CORRELATION INFERENCE:
Calculated value = 0.5
INFERENCE:
There is Positive correlation between the salary scale and factors to join
employee¶s in the compay
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KOLMOGROV
Aim:
To measure probabilities on how the supervisor treat employees.
Null Hypothesis (H0):
There is no association between the employees satisfaction of supervisor treat the
employees.
Alternative Hypothesis (H1):
There is association between the employees satisfaction of supervisor treat theemployees.
Supervisor Treats No. of Responses
Strongly agree 62
Agree 16
Neutral 2
Disagree 2
Strongly disagree 18
CALCULATION:
Observed
frequenc
y (O)
Observed
cumulativ
efrequency
Observed
relative
frequency(fo)
Expected
frequenc
y
(E)
Expected
cumulativ
efrequency
Expected
relative
frequency
D=|Fe
- Fo|
62 62 0.62 20 20 0.2 0.42
20 82 0.82 60 80 0.8 0.02
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18 100 1 20 100 1 0
Calculated value = 0.42
Table value = 0.708
Degrees Of Freedom= 3
Accept H0
(Table value @ 5% significant level)
INFERENCE:
Since the calculated value is less than tabulated value, we accept null hypothesis & reject
alternative hypothesis.
Since there is no between the employees satisfaction of supervisor treat the employees.
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KOLMOGROV
Aim:
To measure probabilities on how the reward and recognition Provided by REVL.
Hypothesis statement:
Null Hypothesis (H0):
There is no association between the employee satisfaction level and the rewards
and recognition Provided by REVL.
Alternative Hypothesis (H1):
There is association between the employee satisfaction level and the reward and
recognition Provided by REVL.
.
Recognition& Reward No. of Responses
Strongly agree 26
Agree 23
Neutral 11
Disagree 18
Strongly disagree 22
CALCULATION:
Observed
frequenc
y (O)
Observed
cumulativ
e
frequency
Observed
relative
frequency(fo
)
Expected
frequenc
y
(E)
Expected
cumulativ
e
frequency
Expected
relative
frequenc
y
D=|Fe
- Fo|
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26 26 0.26 20 20 0.2 0.06
23 49 0.49 20 40 0.4 0.09
11 60 0.6 20 60 0.6 0
18 78 0.78 20 80 0. 0.02
22 100 1 20 100 1 0
Calculated value = 0.09
Table value = 0.565
Degrees Of Freedom= 5
Accept H0
(Table value @ 5% significant level)
INFERENCE:
Since the calculated value is less than tabulated value, we accept null hypothesis & reject
alternative hypothesis.
There is no association between the employee satisfaction level and the rewards and
recognition Provided by REVL.
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Findings:
a) Among the 100 respondents 65 are above 40-50 years in age.
b) 62% out of 100 respondents work in production department.
c) 29% out of 100 respondents work in Storing Department.
d)
86% of respondents out of 100 were under operator category.
e) 44 out of 100 respondents get 15001-20000 salary
f) 32% of respondents have an experience of 11-15 years and 16-20 years.
g) Out of 100 respondents 47 have job security as factors to join.
h) 48 respondents out of 100 have four times recognized with promotion.
i) 87% out of 100 respondents upgrade the employee¶s performance
j) 56 respondents out of 100 respondents say promotion as performance appraisal
k) 28% of respondents are dissatisfied in the performance appraisal system.
l) 61 out of 100 respondents strongly agree on the opportunities to learn and grow
m) 24% out of 100 respondents strongly agree last performance appraisal your
performance accuracy
n) 42 out of 100 respondents strongly agree to have authority on making decisions
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o) It is clearly stated that cent percent of the respondents strongly agree towards
contributing to REVL Mission
p) 26 out of 100 respondents strongly agree that the Recognition and Rewards
Provided by REVL
q) 38% out of 100 respondents strongly disagree to the Physical Working Condition
r) It is clearly stated that cent percent of the respondents strongly agree towards the
belief of Job secure
s) 62 percentage out of 100 respondents strongly agree that the Supervisor treats you
with Respect
t) It is found that there is no significant difference b/w the satisfactory level with
REVL¶s benefit package
u) It is found that there is Positive correlation between the salary scale and factors to
join employee¶s in the compay
v) It is found that there is no significant difference between the supervisor treat
employees
w) It is found that there is no significant difference between the reward andrecognition Provided by REVL
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Suggestion:
The management has to concentrate more on creating awareness about the performance
appraisal system and its usage to employees
Carrier planning and carrier development for the employees has to be implemented to
fulfil their own interest
The management should ensure that the performance Appraisal system of the company is
unbiased to the employee¶s.
Periodic review and changes on Performance Appraisal system helps the employees to
believe the performance appraisal system of an organisation
Management should take steps to improve canteen facility.
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Conclusion:
The Project work helps us to understand the real level of employee¶s
performance and mainly their Performance Appraisal System and the management should
be very keen on implementing Performance Appraisal for the employees¶ inorder to get
peaceful organizational environment. I have Studied only the theory about´ Performance
Appraisal´. The Mini Project gave me one opportunity for doing the project work. By
this I got more information Performance Appraisal. I conclude that this company is fully
concentrate to implement the Performance Appraisal in proper way, definitely this
company will get good relationship with the employee¶s.
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11. Are you satisfied with your performance appraisal system followed in your
Organization?
a) Highly satisfied b) Satisfied c) Moderate
d) Dissatisfied e) Highly dissatisfied
12. How does your last performance appraisal reflect your performance accurately?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree
13. Do you feel your physical working conditions are good?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree
14. Do you believe your job is secure?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree
15. Do you feel you are contributing to REVLs mission?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree
16. Your supervisor treats you with respect
a) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree
17. Do you have opportunities to learn and grow?
a) Strongly agree b) Agree c) Neutral
d) Disagree d) Strongly disagree
18. Do you have enough authority to make decision you need to make?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree
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19. Rate your satisfactory level with REVLs benefit package
Strongly strongly
Agree Agree Neutral Disagree Disagree
Amount of vacation 1 2 3 4 5
Sick leave policy 1 2 3 4 5
Amount of health care paid for 1 2 3 4 5
Dental benefits 1 2 3 4 5
20. Do you agree with the Recognition and Rewards provided by REVL?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree
21. Any suggestion
_____________________________________________________________________
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BIBLIOGRAPHY
Philip Kotler, ³Marketing Management´, 13edition Pearson Publications
Kothari C.R., ³Research Methodology´, Sultan Chand & Son Publications, 1930.
Gupta, S.P ³Introduction to Mathematical and statistics´, MC Graw Hill Book co.,
New York
www.google.com.
www.wikipedia.com
www.articlesbase.com.
www.EzineArticles.com
www.Facilitiesnet.com