Finance Project

A STUDY ON PERFORMANCE APPRAISAL

SYSTEM AT CHANDRU RUBBER

FACTORY, MADURAI

PROJECT REPORT

Submitted by

BALA MURUGAN.P

Register No: 088001617002

In partial fulfillment for the award of the degree Of

MASTER OF BUSINESS ADMINISTRATION

SENGUNTHAR ENGINEERING COLLEGE

TIRUCHENGODE

May – 2010

BONAFIDE CERTIFICATEBONAFIDE CERTIFICATEBONAFIDE CERTIFICATEBONAFIDE CERTIFICATE

SENGUNTHAR ENGINEERING COLLEGE

TIRUCHENGODE

DEPARTMENT OF MANAGEMENT STUDIES

PROJECT WORK

May – 2010

This is to certify that the project entitled

A STUDY ON PERFORMANCE APPRAISAL

SYSTEM AT CHANDRU RUBBER FACTORY,

MADURAI

is the bonafide record of project work done by

BALA MURUGAN.P

Register No: 088001617002

of Master of Business Administration during the year 2009-2010

Project Guide Head of the Department

Submitted for the Project Viva-Voce examination held on Internal Examiner External Examiner

DECLARATIONDECLARATIONDECLARATIONDECLARATION

DECLARATION

I affirm that the project work titled “A STUDY ON PERFORMANCE

APPRAISAL SYSTEM AT CHANDRU RUBBER FACTORY, MADURAI”

being submitted in partial fulfillment for the award of Master of Business

Administration is the original work carried out by me. It has not formed

the part of any other project work submitted for award of any degree or

diploma, either in this or any other university.

BALA MURUGAN.P

(088001617002)

I certify that the declaration made above by the candidate is true

Signature of the Guide,

Miss.V.R.MALARVIZHI, Lecturer.

ACKNOWLEDGEMENTACKNOWLEDGEMENTACKNOWLEDGEMENTACKNOWLEDGEMENT

ACKNOWLEDGEMENT

First of all I express my sincere gratitude to Lord Almighty for showed

upon me.

I deem it a pleasure to express my sincere thanks our correspondent

Mr.T.P.ARUMUGAM, correspondent, Sengunthar Engineering College,

Tiruchengode for giving me an opportunity to undertaken this project.

I express my sincere thanks to our respected director,

Prof.A.BALADHANDAPANI, M.A., M.Phil, Sengunthar Engineering

College, Tiruchengode for making a good atmosphere to do this project.

I express my sincere thanks to Dr. N. KOTTISWARAN, B.E. (civil),

M.E (struct),PhD(struct),., Principal, Sengunthar Engineering College,

Tiruchengode for their valuable advices and encouragement which enabled to

do my project.

I express a deep sense of gratitude and hearty thanks to

Dr.M.S.R.MARIYAPPAN MBA.,M.Phil.,Ph.D.,ACIM. Head of the

Department of Business Administration, Sengunthar Engineering College,

Tiruchengode for making all necessary arrangement for the successful

completion of this project work.

I am also thankful to my faculty guide MS.V.R.MALARVIZHI

MBA.,M.Phil.,for the whole hearted support and help given to me for

conducting this project work and preparing this report.

I also express sincere thanks to Mr.MUNIYANDI, ADMINISTATIVE OFFICER,

Mr.SRINIVASAN , MANAGER and CHANDRU RUBBER FACTORY,

MADURAI for helped me in doing the project work successfully.

BALA MURUGAN.P

ABSTRACTABSTRACTABSTRACTABSTRACT

ABSTRACT

In today’s organisation, growth depends on individual performance.

Performance appraisal is used for evaluvating a person’s behaviour at the workspot. An

organisation’s goals can be achieved only when people put in their best efforts.

Performance appraisal helps in making many decisions such as promotion and

compensation. It tries to link both the individual and organisational goals and creates a

sense of opensess and trust between them.

The present study on performance appraisal was carried out for employees at

CHANDRU RUBBER FACTORY, MADURAI.

A questionnaire was framed and data was collected from respondents. The data

was collected from 100 respondents selected by simple random sampling method. The

data was analysed using simple percentage ethod and chi-square. Based on the findings,

suggestions were given to improve the performance appraisal system in the organisation.

LIST OF CONTENTSLIST OF CONTENTSLIST OF CONTENTSLIST OF CONTENTS

CONTENTS

ABSTRACT

LIST OF TABLES

LIST OF CHARTS

LIST OF CHI –SQUARE

TABLES

CHAPTER PARTICULARS PAGE. NO

1 Introduction

1.1 About the study

1.2 About the Industry

1.3 About the Company

2 Main Theme Of Project

2.1 Objectives of the study

2.2 Scope

2.3 Limitations

2.4 Research Methodology

2.5. Review Of Literature

3 Analysis &Interpretation

4 Findings, Suggestions &

Conclusion

4.1 Findings

4.2 Suggestions

4.3 Conclusion

Bibliography

LIST OF TABLESLIST OF TABLESLIST OF TABLESLIST OF TABLES

LIST OF TABLES

S.No Title Page No

3.1 Age Of The Respondents

3.2 Gender Of The Respondents

3.3 Marital Status Of The Respondents

3.4 Educational Qualification Of The Respondents

3.5 Experience Of The Respondents

3.6 Monthly Salary Of The Respondents

3.7 Level Of Satisfaction Based On Their Job

3.8 Working Condition

3.9 Know About Performance Appraisal System

3.10 Necessity Of Performance Appraisal

3.11 Frequency Of Performance Appraisal

3.12 Any Performance Standard Fixed

3.13 Actions Taken After Performance Appraisal To Improve

Performance

3.14 Attainment Of Organization Goals

3.15 Attention To The Employee Opinion

3.16 Improvement Of Employee Performance & Productivity

3.17 Need For Training Programs

3.18 Appraisal For Group

3.19 Specification Of Rating System

3.20 Feed Back For Improving

3.21 Expectation Of Various Benefits On Post Appraisal

3.22 Performance Appraisal Influencing The Respondents

3.23 Awareness About Self Appraisal

LIST OF CHARTSLIST OF CHARTSLIST OF CHARTSLIST OF CHARTS

LIST OF CHARTS

S.No Title Page

No

3.1 Age Of The Respondents

3.2 Gender Of The Respondents

3.3 Educational Qualification Of The Respondents

3.4 Experience Of The Respondents

3.5 Monthly Salary Of The Respondents

3.6 Level Of Satisfaction Based On Their Job

3.7 Working Condition

3.8 Know About Performance Appraisal System

3.9 Frequency Of Performance Appraisal

3.10 Performance Standard Measures

3.11 Improvement of employee performance &

productivity

3.12 Specification Of Rating System

3.13 Expectation Of Various Benefits

3.14 Awareness About Self Appraisal

LIST OF CHI SQUARE LIST OF CHI SQUARE LIST OF CHI SQUARE LIST OF CHI SQUARE

TABLESTABLESTABLESTABLES

LIST OF CHI-SQUARE TABLES

S.No Title Page

No

1 Table Showing Salary And Job Satisfaction Using Chi-Square Test

2 Table Showing Gender And Job Satisfaction Using Chi-Square Test

3 Table showing education and benefits using chi-square test

4 Table showing experience and benefits using chi-square test

5 Table showing age and working conditions using chi-square test

6 Table showing age and salary using chi-square test

CHAPTER CHAPTER CHAPTER CHAPTER –––– IIII

INTRODUCTIONINTRODUCTIONINTRODUCTIONINTRODUCTION

CHAPTER - I

INTRODUCTION

1.1 ABOUT THE STUDY

A “performance appraisal “is a process of evaluating an employee’s performance

of a job in terms of its requirements. It is “process of estimating or judging the

value, excellence, qualities or status of some object, person or thing”.

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

1.1.2. PERFORMANCE APPRAISAL

MEANING:

Performance refers to the degree of accomplishment of the tasks that make

up an individual job. It indicates how well an individual is fulfilling the job

demand. Performance is always measured in terms of results. Performance

appraisal is a method of evaluating the behavior of employees in the work spot,

normally including both the quantitative and qualitative aspects of job

performance. When properly conducted, performance appraisals not only let the

employee know how will he is performing but should also influence the

employee’s future level of effort, activities, results and task direction.

Performance appraisal evaluates not only the present performance of a worker but

also his potential for development.

DEFINITION:

According to FLIPPO, “Performance appraisal is a systematic, periodic and so far

as humanly possible, and impartial rating of employee excellence in matters pertaining to

his present job and to his potentialities for a better job”

1.1.3. NATURE OF PERFORMANCE APPRAISAL:

Performance appraisal is a continuous activity. The management should plan it in

a systematic and orderly manner. Some trained and experienced experts must organize it.

If organized and operated carefully, it eliminates the chances of personal prejudices and

subjectivity in the appraisal; it is instrumental in boosting the morale of the employees.

Performance appraisal relates to

1. Individual Performance and

2. Organizational performance

1. INDIVIDUAL PERFORMANCE:

The most important issue in performance appraisal is to decide the objective. It

includes.

1. Role clarity

2. Increased communication

3. Performance planning

4. Strengthening superior-subordinate relationship.

5. Data generation for personal decision

6. Performance improvement

7. Identifying development needs

8. Improving executive effectiveness.

2. ORGANIZATION PERFORMANCE:

Organizational performance is assessed in terms of its employee’s performance.

Human resources are considered the most vital and valuable resources of an organization

as the productivity and quality of an organization are directly linked to people working

for it.

1. To evaluate the performance of the employee on his present job.

2. To determine what steps should be taken to improve his performance on

the present job.

3. To consider the employee’s potentials for promotion.

4. To consider the employee’s suitability for different types of a assignments.

5. To decide on the increments as a reward for performance and progress.

6. To evaluate the employee’s value to the organization compared with other

employees.

7. To identify unsatisfactory employees for demotion or terminate

8. To recognize employee’s contribution.

9. To determine the training and development needs of employees.

10. To inform employees where they stand.

11. To determine salary increments etc., and

12. To facilitate organizational planning, placement of suitability i.e.,

promotion, transfer, demotion, termination, for training and development purpose.

1.1.4 APPRAISERS OF PERFORMANCE:

Managers and supervisors traditionally gave served as appraisers of their

subordinate’s performance. In most instances they are in the best position to perform this

function, although it may not always be possible for them to do so. Supervisors often

complain that they do not have the time to fully observe the performance of employees.

The result is a less-than-objective appraisal. These managers must then on

performance records or the observations of other to complete the appraisal. For example,

American Express uses individuals as telephone monitors to gauge the quality of

conversation between a service center re representative or credit analyst and a customer.

This information is then given 10 the supervisor for use in completing the employee’s

performance appraisal.

There are some points in appraiser of performance. They are:

Ø Appraisal by superior

Ø Peer appraisals

Ø Appraisal subordinates

Ø Self-appraisal

Ø Appraisal by outsiders

1.2. ABOUT THE INDUTRY

It was in 1902, a hundred year back, the rubber cultivation was introduced

in India on commercial scale. Though the sector was dominated by large estates during

the initial five decades it has undergone important structural transformation leading to the

dominance of small holdings which today account for 88% of the area and production.

There are about one million holdings in the country with an average holding size of less

than 0.5 hectare.

In terms of expansion of area production and productivity, natural rubber is

achieved. The area increased from 75,000 in 1950-1951 and 5,65,000 at the end of 2001-

2002. the production increased from 15,830 tones to 6,34,000 tones and the average

productivity from 284 kg to 1576 kg per hectare.

India is the third largest producer of natural rubber next to Thailand and

Indonesia, sharing about nine percent of the global output. In the global output India’s

share in 1955 was only 1.2 percent.

The important future in Indian natural rubber production sector is relatively high

in the degree of regional concentration. Natural rubber production is concerned in the

Traditional region of Kerala, kanyakumari of Tamil nadu and Dhaksin kannnada district

of Karnataka, which together account for 97.5% of the production in 91% of the area.

The major issue in the traditional rubber growing areas is the increasing share of the part

time farmers and operational level problems associated with the increasing dependence

on hired labour.

India will have to enter the international market with exports of natural rubber

particularly of high quality latex, sheets and block rubber. India is the fourth largest

consumer of natural rubber next the USA, China and Japan.

1.3. ABOUT THE COMPANY

A well established “Chandru rubber India limited” was started in December 09.

Mr. PANEER SELVAM & CHANDRA SEKAR was founder of the company. He had

worked in fenner for the past several years. The factory located with in 2 acres .The

industry totally contains 120 employees and 10 officers.

Vee belt, fan belt and automobile cogged belt are the products that are

manufactured in the company and the brand name given to these products are “Veegrip”.

The raw materials that are used to produce these products were rubber, oils, chemicals,

cards and carbons. They usually purchased the raw materials from kerala, Madurai,

Chenai and Mumbai. They market their product all over India and Nepal. Direct

motivating, indirect motivating and the proper training are given to employees.

The three steps are followed to reduce wastages and that include

Ø Problem identifying

Ø Corrective action

Ø Employees training

The company is certified as on ISO. The factory has planned to make their product as a

world class product and to be available everywhere. “FENNER INDIA LIMITED” is one

of the leading competitors for CHANDRU RUBBER INDIA (p) ltd

ORGANISATIONAL CHART

QUALITY DEPARTMENT

CHANDRU RUBBER COMPANY’S Goal is to be a leader in the manufacture

and supply of quality belts for industrial and automotive power transmission application

and up-dating efficient manufacturing process.

Commitment to meet the customers requirements through continual improvement

and involvement of all employees will be the key for achieving the goal.

MARKETING AREA:

A. Rameshwaram district fully

B. Salem

C. Trichy

D. Karaikud, and

E. Total Tamil Nadu

Other states:

A. Chidhu

B. Manguloor

C. Vijaya wada

PRODUCTION PROCESS

MIXING

EXTRUDER

CALENDERING

CORD DIPPING LINE

SINGLE DRUM BUILDING MACHINE

WRAPPING

CURING

DOUBLE DRUM BUILDING MACHINE

BASE JOINING

FLIPPING

PRESS CURING TRIMMING

CHAPTER CHAPTER CHAPTER CHAPTER ---- IIIIIIII

MAIN THEME OF THE PROJECTMAIN THEME OF THE PROJECTMAIN THEME OF THE PROJECTMAIN THEME OF THE PROJECT

CHAPTER – II

2. MAIN THEME OF THE PROJECT

2.1 OBJECTIVES OF THE STUDY

Ø To find out the best technique for evaluating the performance of employer.

Ø To study about the employee awareness about performance appraisal system

Ø To find out the importance of performance appraisal system in the area of

training, career planning, remuneration and objectives of setting.

Ø To give suggestions for the improvement of performance appraisal system.

2.2. SCOPE AND LIMITITAIONS:

The study helps to know about the performance appraisal of employees in

CHANDRU RUBBER INDIA (p) ltd; Madurai .The study covered of all the

departments in the organization. It explains the employee’s performance and it also helps

to directly motivate them in their work.

2.3. LIMITAT1ONS:

• In this survey the sample size has been limited to100 because of time constraint.

• The survey was conducted to the employees of CHANDRU RUBBER

FACTORY and so this survey gives data with respect to that unit only.

• Some of the respondents do not reveal their time feeling.

• The result is not applicable to all organization.

• Some employees are less interested in answering the questionnaire as it is an

interruption to their work.

2.4. METHODOLOGY

In order to achieve the objective the data are collected from the employees. The

methodology of research is clearly explained below. The primary data collected in the

survey are subject to proper analytical study.

RESEARCH METHDOLOGY

Research methodology is a way to systematically solve the problem. In view of

the research objective the research methodology adopted during the research process is

described below.

RESEARCH DESIGN:

Research design mean the plan or the structure and the strategy for

investigation so designed as to given accurate answer to the research problem it

gives direction to the research, and allow him top collection only relevant

information. In this research, the researcher has chosen descriptive research

design.

DESCRIPTIVE RESEARCH DESIGN

Descriptive Research includes survey and fact finding enquiries of different

kinds. The major purpose of descriptive research is description of the state of

affairs, as it exists at present. In this method the researcher has no control over the

variables. He can only report what has happened and what is happening.

The study was done in the following steps:

1. Instrumentation.

2. Pre-Testing.

a) Sample used in the study.

b) Administration of the instrument.

c) Findings of the pre-testing.

3. Main study

1. Instrumentation:

In order to study the performance appraisal system of employees conducted in

the company, a questionnaire was framed to know their opinion. The first part

of the questionnaire contains opinion of the employees regarding objectives of

appraisal in the organization. The latter part consists of process of appraisal,

method of performance feedback, benefits of the performance appraisal system

and the expectations of employees regarding the performance appraisal. The

questionnaire was closed ended.

2. Pre- Testing:

Pre- testing was undertaken prior to the main study. The objectives of the pre-

testing are as follows.

Ø To know whether the responds could easily understand the prepared

questionnaire.

Ø To know the time taken by the respondents to complete the

questionnaire.

Ø To know whether the questionnaire needs any modifications.

a) Sample Used in the Study:

For the purpose of the pre- testing, 10 respondents were randomly

selected from various sections.

b) Administration of the instrument:

The questionnaire was distributed to the respondents. The

questionnaire was a closed ended one and the respondents were asked to

choose any of the options provided and free to discuss any doubts regarding

the study.

c) Finding of the Pre-testing:

The findings of the pre-testing are as follows:

v The responds were able to understand all the questions.

v They took 10-15 minutes to complete the questionnaire.

3. Main Study:

The necessary modifications were done after pre-testing and the modified

questionnaire was used for the main study.

SAMPLING TECHNIQUE

Sampling is that, where only a few unit of population under study are

considered for analysis. In this study simple random sampling technique was used

to select the samples.

Probability sampling (Random sampling)

In probability sampling every item of the universe has been equal chance

of inclusions in the sample.

Simple random sampling

It is a method of random sampling. Simple random sampling selects by

methods that allow each possible sample to have an equal chance of being

included in the sample.

SAMPLE SIZE

Out of about 500 probable respondents, 100 respondents were selected covering

employees from all departments in CHANDRU RUBBER INDIA (P) LTD, MADURAI.

SOURCES OF DATA COLLECTION

Data has been collected form primary and secondary sources.

PRIMARY DATA:

It was mainly collected through structured questionnaires form employees.

SECONDARY DATA:

It was obtained from company’s records, manuals, references, journals and other

magazines websites.

TOOLS FOR ANALYSIS:

The researcher has used the following tool during analysis.

PERCENTAGE METHOD:

Percentage refers to a special kind of ratio percentages are used to describe

relationships. It can also be used to compare the relative terms. Some other tools which

are used,

CHI-SQUARE TEST:

It is used to find the significance of discrepancy between experimental value and

the value obtained under some theory or hypothesis. This test is also known as test of

goodness of fit.

Chi-Square Test Formula:

Where

O - The observed frequency

E - The expected frequency

Expected frequency formula

E -

Degree of freedom: (r – 1) (c – 1)

Where

r - Number of rows

c - Number of columns

2.5. REVIEW OF LITERATUR

1) Performance evaluations have been conducted since the times of Aristotle

Landy, Zedeck, Cleveland, 1983. The earliest formal employee performance

evaluation program is thought to have originated in the United States military

establishment shortly after the birth of the republic (Lopez, 1968). The

measurement of an employee’s performance allows for rational administrative

decisions at the individual employee level. It also provides for the raw data for the

evaluation of the effectiveness of such personnel- system components and

processes as recruiting policies, training programs, selection rules, promotional

strategies, and reward allocations

2) In addition, it provides the foundation for behaviorally based employee

counselling. Performance measurement allows the organization to tell the

employee something about their rates of growth, their competencies, and their

potentials. Accurate appraisal of hedge fund performance must recognize the

freedom with which managers shift asset classes, strategies, and leverage in

response to changing market conditions and arbitrage opportunities.

3) Managerial appraisal has sometimes been referred to as the Archiles heel of

management staffing, But it is probably a major key to managing itself. A study

showed that performance appraisal system comprised of a self appraisal,

communication of expectations, and employer participation enhanced employee

trist in management.

4) In a study it was found that in India, managers use it for promotion and transfer,

training and development, feedback, determining eage increase and follow up

interviews

5) The surveys on performance appraisal show that its purpose is to assess training

needs, improve current performances, review past performance, assess, future

potential, assist career planning, set peroformance objectives and assess salary

increase.

1.landy, Zedeck, Cleveland, 1983). 2.(Harold Koontz & Heinz Weirich) 3.ayer &

Davis,1990) 4.Pareek & Rao, 1981) 5.ill,1997)

CHAPTER CHAPTER CHAPTER CHAPTER –––– IIIIIIIIIIII

ANALYSIS AND INTERPRETATIONANALYSIS AND INTERPRETATIONANALYSIS AND INTERPRETATIONANALYSIS AND INTERPRETATION

CHAPTER –III

ANALYSIS AND INTERPRETATION

TABLE: 3.1

AGE OF THE RESPONDENTS

S.NO

AGE GROUP

NO.OF

RESPONDENTS

PERCENTAGE

1

Below 20years

35

35

2

20-25years

26

26

3

26- 30Years

15

15

4

31-35 Years

11

11

5

Above 35 Years

13

13

Total

100

100

INTERPRETATION

The above table shows that the age particulars, 35% of respondents belongs

to below 20 years age group, 26% of respondents are between the age group of 20-25

years, 15% of respondents are comes under 26-30 year age group, 11% of respondents

are between the age group of 31-35 years and the remaining 13% of respondents are

belong above 35 years of age group.

CHART:3.1

AGE OF THE RESPONDENTS

NO.OF RESPONDENTS

0

5

10

15

20

25

30

35

40

Below

20years

20-25years

26- 30Years

31-35 Y

ears

Above 35 Years

AGE GROUP

PERCENTAGE

TABLE: 3.2

GENDER OF THE RESPONDENTS

INTERPRETATION

The above table shows that 60% of respondents are male and 40% of

respondents are female.

S.NO

GENDER

NO.OF

RESPONDENTS

PERCENTAGE

1

Male

60

60

2

Female

40

40

Total

100

100

CHART: 3.2

GENDER OF THE RESPONDENTS

60

40

0

10

20

30

40

50

60

70

Male Female

GENDER

PERCENTAGE

TABLE: 3.3

MARITAL STATUS OF THE RESPONDENTS

S.NO

MARITAL

STATUS

NO.OF

RESPONDENTS

PERCENTAGE

1

Married

43

43

2

Unmarried

57

57

Total

100

100

INTERPRETATION

The above table shows that and 57% of respondents are unmarried.

TABLE:3.4

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

S.NO

EDUCATIONAL

NO.OF RESPONDENTS

PERCENTAGE %

1

School level

27

27

2

Diploma

28

28

3

U.G

15

15

4

P.G

30

30

Total

100

100

INTERPRETATION

The above table shows that 27%of respondents are school level, 28% of

respondents are diploma holders,15%respondents are qualified at the level of under

graduates, and30%of respondents are educated as post graduates.

CHART: 3.3

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

0

5

10

15

20

25

30

35

School level

Diploma

U.G

P.G

EDUCATIONAL

percentage

TABLE: 3.5

EXPERIENCE OF THE RESPONDENTS

S.NO

EXPERIENCE

NO.OF

RESPONDENTS

PERCENTAGE

1

Below 5 years

35

35

2

5-10 years

25

25

3

11-15 years

15

15

4

16-20 years

10

10

5

Above 20 years

15

15

Total 100 100

INTERPRETATON

The above table shows that 35% of respondents come under the category of

below 5 Years of experience level, 25%of respondents have experience between 5-

10years, 15% of respondents have experience between 11-15years, 10% of respondents

are between 16-20, Years and 15% of respondents have experienced of above 20 years

CHART: 3.4

EXPERIENCE OF THE RESPONDENTS

Below 5 years

5-10 years

11-15 years

16-20 years

Above 20 years

0

5

10

15

20

25

30

35

PERCENTAGE

1

EXPERIENCE

TABLE: 3.6

Monthly salary of the Respondents

S.NO

SALARY

NO.OF

RESPONDENTS

PERCENTAGE

1

Below5000

21

21

2

5001-10,000

45

45

3

10001-15,000

14

14

4

15001-20000

11

11

5

Above 20,000

9

9

Total 100 100

INTERPRETATION

The above table shows that 21% of respondents are earning Below Rs

5000 per month,45% of respondents are earning between Rs 5,001-10,000,14% of

respondents have got Rs 10,001-15,000 per month 11% of respondents got Rs 15,001-

20000 & 9% Respondents are got Above 20000.

CHART: 3.5

MONTHLY SALARY OF THE RESPONDENTS

0

5

10

15

20

25

30

35

40

45

50

BELOW5000

5001-10000

10000-15000

15001-20000

ABOVE20000

SALARY LEVEL

PERCENTAGE

TABLE: 3.7

LEVEL OF SATISFACTION BASED ON THEIR JOB

S.NO

RESPONSE

NO.OF RESPONDENTS

ERCENTAGE %

1

Highly satisfied

15

15

2

Satisfied

50

50

3

Neutral

29

29

4

Dissatisfied

3

3

5

Highly

Dissatisfied

3

3

Total

100

100

INTERPRETATION

The above table shows that 15% of the respondents are highly

satisfied with their job, 50% of the respondents are satisfied with their job,29% of the

respondents are neutral and 6 %of the respondents are dissatisfied and highly dissatisfied

with their job .

CHART: 3.6

LEVEL OF SATISFACTION BASED ON THEIR JOB

0

10

20

30

40

50

60

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied

response

percentage

TABLE: 3.8

WORKING CONDITION

S.NO

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE %

1

Very good

12

12

2

Good

59

59

3

Average

20

20

4

Poor

6

6

5

Very poor

3

3

Total

100

100

INTERPRETATION

The above table shows that 12% of respondents opinion that their company

working environment condition is very good, 59% of respondents opinion that their

company working environment condition is good and 3% of respondents opinion is very

poor about the company working environment and conditions.

CHART: 3.7

WORKING CONDITIONS

0

10

20

30

40

50

60

70

Very good

Good

Average

Poor

Very poor

RESPONSE

PERCENTAGE

TABLE: 3.9

KNOW ABOUT PERFORMANCE APPRAISAL SYSTEM

S.NO

RESPONSE

NO.OF

RESPONDENTS

PERCENTAGE

1

Yes

80

80

2

No

20

20

Total

100

100

INTERPRETATION

The above table shows that 80% of respondents know about the

performance appraisal system and the remaining 20% respondents do not know about the

performance appraisal system.

CHART: 3.8

KNOW ABOUT PERFORMANCE APPRAISAL SYSTEM

0

10

20

30

40

50

60

70

80

percentage

Yes No

Response

TABLE: 3.10

NECESSITY OF PERFORMANCE APPRAISAL

S.NO

RESPONSE

NO.OF

RESPONDENTS

PERCENTAGE

1

Yes

75

75

2

No

25

25

Total

100

100

INTERPRETATION

The above table shows that 75% of respondents accepted that the

performance appraisal system is necessary in their organization and the remaining 25%

of respondents told that performance appraisal system is not necessary in organization.

TABLE:3.11

FREQUENCY OF PERFORMANCE APPRAISAL

S.NO OPINION NO.OF RESPONDENTS PERCENTAGE %

1

Monthly

23

23

2

Quarterly

18

18

3

Half Yearly

39

39

4

Yearly

20

20

Total

100

100

INTERPRETATION

The above table shows that 23% of respondents give opinion that

performance appraisal can be done monthly, 18% of respondents give opinion that

performance appraisal can be done quarterly, 39%of respondents give opinion that

performance appraisal can be done half yearly, and 20%of respondents give opinion

that performance appraisal can be done yearly

CHART: 3.9

FREQUENCY OF PERFORMANCE APPRAISAL

0

5

10

15

20

25

30

35

40

45

Monthly

Quarterly

Half Y

early

Yearly

opinion

percentage

TABLE: 3.12 ANY PERFORMANCE STANDARD FIXED

S.NO

RESPONSE

NO.OF

RESPONDENTS

PERCENTAGE

1

Yes

13

13

2

No

87

87

Total

100

100

INTERPRETATION

The above table shows that 87% of respondents not accepted that the

performance standard fixed by organization and the remaining 13%of respondents told

that performance accepting that the performance standard fixed .

TABLE: 3.13

ACTIONS TAKEN AFTER PERFORMANCE APPRAISAL TO IMPROVE

PERFORMANCE

S.NO

MEASURES

NO.OF RESPONDENTS

PERCENTAGE %

1

T&D activities

23

23

2

Job rotation

35

35

3

Motivation

12

12

4

counseling

19

19

5

Others

11

11

Total

100

100

INTERPRETATION

The above table shows that 23% of respondents reported T&D activities

can be taken by the company , 35% of respondents reported job rotation can be taken by

the company, 12% of respondents reported motivation can be taken by the company ,

19%of respondents reported counseling can be taken by the company , 11% of

respondents reported other measure can be taken by the company .

Respondents

05

10152025303540

Tra

inin

g an

dde

velo

pmen

tac

tivities

Job

rota

tion

Mot

ivat

ion

coun

selin

g

Oth

ers

1 2 3 4 5

per

centa

ge

CHART: 3.10

PERFORMANCE STANDARD MEASURES

TABLE: 3.14

ATTAINMENT OF ORGANIZATION GOALS

S.NO

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE %

1

Strongly agree

15

15

2

Agree

53

53

3

Neutral

25

25

4

Disagree

6

6

5

Strongly Disagree

1

1

Total

100

100

INTERPRETATION

The above table shows that 15% of the respondents strongly agree that

organization goals are attained ,53% of respondents are also agree, 25% of the

respondents gave neutral opinion and 7% of respondents with respectively Disagree and

strongly disagree that organization goals are not attained.

TABLE: 3.15

ATTENTION TO THE EMPLOYEE OPINION

S.NO

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE %

1

Often

11

11

2

Frequently

18

18

3

Some times

27

27

4

Rarely

39

39

5

Never

5

5

Total

100

100

INTERPRETATION

The above table shows that11% of respondents opinion that the company often

gives attention to the employee opinion, 18%of respondents opinion that the company

frequently gives attention to the employee opinion, 27% of respondents opinion that the

company some times gives attention to the employee opinion 39% of respondents opinion

that the company rarely gives attention to the employee opinion and 5% of respondents

say that never gives attention to the employee opinion.

TABLE: 3.16

IMPROVEMENT OF EMPLOYEE PERFORMANCE & PRODUCTIVITY

S.NO

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE %

1

Strongly agree

24

24

2

Agree

44

44

3

Neutral

72

72

4

Disagree

3

3

5

Strongly Disagree

2

2

Total

100

100

INTERPRETATION

The above table shows that 24% of the respondents strongly agree that

performance & productivity can be improved after the appraisal 44% of respondents are

agree that the employee performance & productivity can be improved after the appraisal,

72%of the respondents neutral strongly agree that performance & productivity can be

improved after the appraisal , 3% of respondents are Disagree that the employee performance

&productivity can be improved after the appraisal, and 2% also strongly disagree.

CHART:3.11

IMPROVEMENT OF EMPLOYEE PERFORMANCE & PRODUCTIVITY

0

10

20

30

40

50

60

70

80

percentage

Stronglyagree

Agree Neutral Disagree StronglyDisagree

Response

TABLE: 3.17

NEED FOR TRAINING PROGRAMS

S.NO

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE %

1

Strongly agree

15

15

2

Agree

50

50

3

Neutral

29

29

4

Disagree

4

4

5

Strongly Disagree

2

2

Total

100

100

INTERPRETATION

The above table shows that 15% of respondents Strongly agree that they need

for training programs ,50% of respondents are agree that the training programs ,29% of

respondents says that neutral that the need training programs 6% of respondents are Disagree

and Strongly Disagree about the training programs

TABLE: 3.18

APPRAISAL FOR GROUP

S.NO

DESCRIPTION

NO.OF

RESPONDENTS

PERCENTAGE

1

Yes

59

59

2

No

41

41

Total

100

100

INTERPRETATION

The above table shows that 59% of respondent’s says that the appraisal can

be done for entire group and the remaining 41% of respondents are says that performance

appraisal can be done for individually.

TABLE: 3.19

SPECIFICATION OF RATING SYSTEM

S.NO

RESPONSE NO.OF RESPONDENTS PERCENTAGE %

1

Strongly agree

5

5

2

Agree

18

18

3

Neutral

39

39

4

Disagree

27

27

5

Strongly Disagree

11

11

Total

100

100

INTERPRETATION

The above table shows that 5% of respondents strongly agree that the rating

system should be very specific to their job, 18% of respondents agree that the rating

system should be very specific to their job and 39% Respondents says that neutral, 27%

of respondents disagree that the rating system should be very specific to their job and

11%of respondents strongly dis agree that the rating system should be very specific to

their job

CHART: 3.12

SPECIFICATION OF RATING SYSTEM

0

5

10

15

20

25

30

35

40

percentage

Stronglyagree

Agree Neutral Disagree StronglyDisagree

RESPONSE

TABLE: 3.20

FEED BACK FOR IMPROVING

S.NO

RESPONSE

NO.OF

RESPONDENTS

PERCENTAGE

Yes

66

66

2

No

34

34

Total

100

100

INTERPRETATION

The above table shows that 66% of respondents are agree that feed back

will help to improve the future performance and the remaining 34% of respondents are

not agree that feed back will help to improve the future performance.

TABLE:3.21

EXPECTATION OF VARIOUS BENEFITS ON POST APPRAISAL

S.NO

BENEFITS

NO.OF RESPONDENTS

PERCENTAGE %

1

Salary increment

23

23

2

Promotion

35

35

3

Incentives

12

12

4

Appreciation

19

19

5

Others

11

11

Total

100

100

INTERPRETATION

The above table shows that 23% of respondents expecting salary increment,

35% of respondents expecting promotion , 12% of respondents expecting incentives 19%

of respondents expecting Appreciation and 11% of respondents are expecting others.

CHART: 3.13

EXPECTATION OF VARIOUS BENEFITS

0

5

10

15

20

25

30

35

40

Salary increment

Promotion

Incentives

Appreciation

Others

BENEFITS

PERCENTAGE

TABLE: 3.22

PERFORMANCE APPRAISAL INFLUENCING THE RESPONDENTS

S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE %

1

Attitude

3

3

2

Behavior

29

29

3

Performance

15

15

4

Productivity

3

3

5

All the Above

50

50

Total

100

100

INTERPRETATION

The above table shows that 3%of the respondents opinion that

performance appraisal influencing attitude of the employee, 29% the respondents opinion

that performance appraisal influencing behavior of the employee, 15% the respondents

opinion that performance appraisal influencing performance of the employee, 3% the

respondents opinion that performance appraisal influencing productivity 50% of

respondents opinion that performance appraisal influencing all the factors.

TABLE: 3.23

AWARENESS ABOUT SELF APPRAISAL

.

S.NO

Response

NO.OF RESPONDENTS

PERCENTAGE %

1

Full awareness

20

20

2

Partial awareness

64

64

3

Not at all

16

16

Total

100

100

INTERPRETATION

The above table shows that 20% of the respondents have full awareness

about self appraisal ,64% of respondents have partially awareness about the self

appraisal and 16% of respondents opinion that they have no awareness about self

awareness .

.

0

10

20

30

40

50

60

70

PERCENTAGE

Fullawareness

Partialawareness

Not at all

RESPONSE

CHART: 3.14

AWARENESS ABOUT SELF APPRAISAL

LIST OF CHI SQUARE TABLEs

CHI-SQUARE TEST

Chi-Square Test Formula:

Where

O - The observed frequency

E - The expected frequency

Expected frequency formula

E -

Degree of freedom: (r – 1) (c – 1)

Where

r - Number of rows

c - Number of columns

TABLE SHOWING SALARY AND JOB SATISFACTION USING CHI-SQUARE TEST HYPOTHESIS: Null hypothesis (h0)

There is no significance difference between the salary and job

Satisfaction

Alternative hypothesis (h1):

There is significance difference between the salary and job

Satisfaction

TABLE: 1

Salary/job satisfaction

Highly

satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied

Total

Below5000 7 3 10 0 1

21

5001-10,000 0 29 15 1 0

45

10001-15,000 3 10 0 1 0

14

15001-20000 3 5 2 0 1

11

Above 20,000 2 3 2 1 1

9

Total

15

50

29 3

3

100

Formula:

O= observed frequency

E= expected frequency

R=row total

C= column total

Chi-square test

O E (O-E) (O-E)2 (O-E)2/E 7 3.15 3.85 14.8225 4.705556 3 10.5 -7.5 56.25 5.357143 10 6.09 3.91 15.2881 2.510361 0 0.63 -0.63 0.3969 0.63 1 0.63 0.37 0.1369 0.217302 0 6.75 -6.75 45.5625 6.75 29 22.5 6.5 42.25 1.877778 15 13.05 1.95 3.8025 0.291379 1 1.35 -0.35 0.1225 0.090741 0 1.35 -1.35 1.8225 1.35 3 2.1 0.9 0.81 0.385714 10 7 3 9 1.285714 0 4.06 -4.06 16.4836 4.06 1 0.42 0.58 0.3364 0.800952 0 0.42 -0.42 0.1764 0.42 3 1.65 1.35 1.8225 1.104545 5 5.5 -0.5 0.25 0.045455 2 3.19 -1.19 1.4161 0.443918 0 0.33 -0.33 0.1089 0.33 1 0.33 0.67 0.4489 1.360303 2 1.35 0.65 0.4225 0.312963 3 4.5 -1.5 2.25 0.5 2 2.61 -0.61 0.3721 0.142567 1 0.27 0.73 0.5329 1.973704 1 0.27 0.73 0.5329 1.973704

TOTAL 100 38.9198

Degree of freedom =(R-1) X(C-1)

= (5-1) X (5-1)

=16

Level of significance =5%

Calculated value =38.9198

Tabulated value =26.20

INTERPRETATION: Since the calculated value is greater than the table value, null hypothesis is rejected. Hence there is significant relationship exists between salary and job satisfaction.

TABLE SHOWING GENDER AND JOB SATISFACTION USING CHI-SQUARE TEST HYPOTHESIS: Null hypothesis (h0)

There is no significance difference between the gender and job

Satisfaction


There is significance difference between the gender and job

Satisfaction

TABLE: 2

Gender/job satisfaction

Highly

satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied

Total

Male 10 35 14 0 1 60

Female 5 15 15 3 2 40

Total

15

50

29 3

3

100

Formula:



R=row total

C= column total

Chi-square test

O E (O-E) (O-E)2 (O-E)2/E

10 9 1 1 0.111111

35 30 5 25 0.833333

14 17.4 -3.4 11.56 0.664368

0 1.8 -1.8 3.24 1.8

1 1.8 -0.8 0.64 0.355556

5 6 -1 1 0.166667

15 20 -5 25 1.25

15 11.6 3.4 11.56 0.996552

3 1.2 1.8 3.24 2.7

2 1.2 0.8 0.64 0.533333

TOTAL 100 9.41092


= (2-1)X(5-1)

=4




INTERPRETATION: Since the calculated value is less than the table value, null hypothesis is accepted. Hence there is no significant relationship exists between gender and job satisfaction.

TABLE SHOWING EDUCATION AND BENEFITS USING CHI-SQUARE TEST HYPOTHESIS: Null hypothesis (h0)

There is no significance difference between the education and

benefits


There is significance difference between the education and benefits

TABLE: 3 EDUCATION

/ BENEFITS

Salary

increment Promotion Incentives Appreciation Others Total

School level

11 6 3 3 4 27

Diploma

2 8 8 4 6 28

U.G

0 10 0 5 0 15

P.G

10 11 1 7 1 30

Total

23 35 12 19 11 100

Formula:



R=row total

C= column total

Chi-square test

O E (O-E) (O-E)2 (O-E)2/E

11 6.21 4.79 22.9441 3.694702

6 9.45 -3.45 11.9025 1.259524

3 3.24 -0.24 0.0576 0.017778

3 5.13 -2.13 4.5369 0.884386

4 2.97 1.03 1.0609 0.357205

2 6.44 -4.44 19.7136 3.061118

8 9.8 -1.8 3.24 0.330612

8 3.36 4.64 21.5296 6.407619

4 5.32 -1.32 1.7424 0.327519

6 3.08 2.92 8.5264 2.768312

0 3.45 -3.45 11.9025 3.45

10 5.25 4.75 22.5625 4.297619

0 1.8 -1.8 3.24 1.8

5 2.85 2.15 4.6225 1.62193

0 1.65 -1.65 2.7225 1.65

10 6.9 3.1 9.61 1.392754

11 10.5 0.5 0.25 0.02381

1 3.6 -2.6 6.76 1.877778

7 5.7 1.3 1.69 0.296491

1 3.3 -2.3 5.29 1.60303

TOTAL 100 37.12219


= (5-1) X (4-1)

=12




INTERPRETATION:

Since the calculated value is greater than the table value, null hypothesis is rejected. Hence there is significant relationship exists between education and benefits.

TABLE SHOWING EXPERIENCE AND BENEFITS USING CHI-SQUARE TEST HYPOTHESIS: Null hypothesis (h0)

There is no significance difference between the experience and

benefits


There is significance difference between the experience and benefits

TABLE: 4 EXPERIENCE

/ BENEFITS

Salary

increment Promotion Incentives Appreciation Others Total

Below 5 years 6 8 11 7 3 35

5-10 years 5 9 1 5 5 25

11-15 years 4 5 0 5 1 15

16-20 years 1 7 0 1 1 10

Above 20 years 7 6 0 1 1 15

TOTAL

23 35 12 19 11 100

Formula:



R=row total

C= column total

Chi-square test

O E (O-E) (O-E)2 (O-E)2/E 6 8.05 -2.05 4.2025 0.52205 8 12.25 -4.25 18.0625 1.47449 11 4.2 6.8 46.24 11.00952 7 6.65 0.35 0.1225 0.018421 3 3.85 -0.85 0.7225 0.187662 5 5.75 -0.75 0.5625 0.097826 9 8.75 0.25 0.0625 0.007143 1 3 -2 4 1.333333 5 4.75 0.25 0.0625 0.013158 5 2.75 2.25 5.0625 1.840909 4 3.45 0.55 0.3025 0.087681 5 5.25 -0.25 0.0625 0.011905 0 1.8 -1.8 3.24 1.8 5 2.85 2.15 4.6225 1.62193 1 1.65 -0.65 0.4225 0.256061 1 2.3 -1.3 1.69 0.734783 7 3.5 3.5 12.25 3.5 0 1.2 -1.2 1.44 1.2 1 1.9 -0.9 0.81 0.426316 1 1.1 -0.1 0.01 0.009091 7 3.45 3.55 12.6025 3.652899 6 5.25 0.75 0.5625 0.107143 0 1.8 -1.8 3.24 1.8 1 2.85 -1.85 3.4225 1.200877 1 1.65 -0.65 0.4225 0.256061

TOTAL 100 33.16926


= (5-1) X (5-1)

=16




INTERPRETATION:

Since the calculated value is greater than the table value, null hypothesis is rejected. Hence there is significant relationship exists between experience and benefits.

TABLE SHOWING AGE AND WORKING CONDITIONS USING CHI-SQUARE TEST HYPOTHESIS: Null hypothesis (h0)

There is no significance difference between age and working

conditions


There is significance difference between age and working conditions

TABLE: 5

AGE / WORKING

CONDITIONS

VERY

GOOD

GOOD

AVERAGE

POOR

VERY

POOR Total

Below 20years 5 18 10 2 0

35

20-25years 3 17 5 0 1

26

26- 30Years 2 11 2 0 0

15

31-35 Years 1 5 3 2 0

11

Above 35 Years 1 8 0 2 2

13

TOTAL

12 59 20 6 3 100

Formula:



R=row total

C= column total

Chi-square test

O E (O-E) (O-E)2 (O-E)2/E 5 4.2 0.8 0.64 0.152381 18 20.65 -2.65 7.0225 0.340073 10 7 3 9 1.285714 2 2.1 -0.1 0.01 0.004762 0 1.05 -1.05 1.1025 1.05 3 3.12 -0.12 0.0144 0.004615 17 15.34 1.66 2.7556 0.179635 5 5.2 -0.2 0.04 0.007692 0 1.56 -1.56 2.4336 1.56 1 0.78 0.22 0.0484 0.062051 2 1.8 0.2 0.04 0.022222 11 8.85 2.15 4.6225 0.522316 2 3 -1 1 0.333333 0 0.9 -0.9 0.81 0.9 0 0.45 -0.45 0.2025 0.45 1 1.32 -0.32 0.1024 0.077576 5 6.49 -1.49 2.2201 0.34208 3 2.2 0.8 0.64 0.290909 2 0.66 1.34 1.7956 2.720606 0 0.33 -0.33 0.1089 0.33 1 1.56 -0.56 0.3136 0.201026 8 7.67 0.33 0.1089 0.014198 0 2.6 -2.6 6.76 2.6 2 0.78 1.22 1.4884 1.908205 2 0.39 1.61 2.5921 6.64641

TOTAL 100 22.00581


= (5-1) X (5-1)

=16


Calculated value = 22.00581


INTERPRETATION:

Since the calculated value is less than the table value, null hypothesis is accepted. Hence there is no significant relationship exists between age and working conditions.

TABLE SHOWING AGE AND SALARY USING CHI-SQUARE TEST HYPOTHESIS: Null hypothesis (h0)

There is no significance difference between age and salary


There is significance difference between age and salary

TABLE: 6

AGE /SALARY

Below5000

5001-

10,000

10001-15,000

15001-

20000

Above

20,000 Total

Below 20years 15 5 6 9 0

35

20-25years 5 18 2 1 0

26

26- 30Years 0 7 0 0 8

15

31-35 Years 1 9 1 0 0

11

Above 35 Years 0 6 5 1 1

13

TOTAL 21 45 14 11 9 100

Formula:



R=row total

C= column total

Chi-square test

O E (O-E) (O-E)2 (O-E)2/E 15 7.35 7.65 58.5225 7.962245 5 15.75 -10.75 115.5625 7.337302 6 4.9 1.1 1.21 0.246939 9 3.85 5.15 26.5225 6.888961 0 3.15 -3.15 9.9225 3.15 5 5.46 -0.46 0.2116 0.038755 18 11.7 6.3 39.69 3.392308 2 3.64 -1.64 2.6896 0.738901 1 2.86 -1.86 3.4596 1.20965 0 2.34 -2.34 5.4756 2.34 0 3.15 -3.15 9.9225 3.15 7 6.75 0.25 0.0625 0.009259 0 2.1 -2.1 4.41 2.1 0 1.65 -1.65 2.7225 1.65 8 1.35 6.65 44.2225 32.75741 1 2.31 -1.31 1.7161 0.7429 9 4.95 4.05 16.4025 3.313636 1 1.54 -0.54 0.2916 0.189351 0 1.21 -1.21 1.4641 1.21 0 0.99 -0.99 0.9801 0.99 0 2.73 -2.73 7.4529 2.73 6 5.85 0.15 0.0225 0.003846 5 1.82 3.18 10.1124 5.556264 1 1.43 -0.43 0.1849 0.129301 1 1.17 -0.17 0.0289 0.024701

TOTAL 100 87.86173


= (5-1) X (5-1)

=16


Calculated value = 87.86173


INTERPRETATION:

Since the calculated value is greater than the table value, null hypothesis is rejected. Hence there is significant relationship exists between age and salary.

CHAPTER CHAPTER CHAPTER CHAPTER –––– IVIVIVIV

FINDINDS,RECOMMENDATFINDINDS,RECOMMENDATFINDINDS,RECOMMENDATFINDINDS,RECOMMENDATNS,AND NS,AND NS,AND NS,AND

CONCLUSIONCONCLUSIONCONCLUSIONCONCLUSION

CHAPTER-IV

4.1 FINDINGS

Simple percentage analysis

Ø Most (35%) of the respondents belong to below 20 years age group

Ø Majority (60%) of the respondents are male

Ø Most (43%) of the respondents are married

Ø Most (30%) of the respondents are educated as post graduates.

Ø Most (35%) of the respondents come under the category of below 5Years of

experience level.

Ø Most (45%) of the respondents are earning between Rs 5,001-10000.

Ø Majority (50%) of the respondents are satisfied with their job.

Ø Majority (59%) of the respondent’s opinion that their company working

environment condition is good

Ø Majority (80%) of the respondents know about the performance appraisal system

Ø Majority (75%) of the respondents accepted that the performance appraisal system

is necessary in their organization

Ø Most (39%) of the respondents give opinion that performance appraisal can be

done half yearly

Ø Majority (87%) of the respondents not accepted that the performance standard

fixed by organization

Ø Most (35%) of the respondents reported job rotation can be taken by the

company

Ø Majority (53%) of the respondents agree that the organizational goal are attained

Ø Most (39%) of the respondent’s opinion that the company rarely gives attention to

the employee opinion.

Ø Majority (72%) of the respondents neutral strongly agree that performance &

productivity can be improved after the appraisal.

Ø Majority (50%) of the respondents are agree that the need for training programs.

Ø Majority (59%) of the respondent’s opinion that the appraisal can be done for

entire team.

Ø Most (39%) of the respondents neutral, that the rating system should be very

specific to their job.

Ø Majority (66%) of the respondents are agreeing that feed back will help to

improve the future performance.

Ø Most (35%) of the respondents expecting promotional activities.

Ø Most (29%) of the respondents opinion that performance appraisal influencing

behavior of the employee.

Ø Majority (64%) of the respondents have partially awareness about the self

appraisal.

4.2. RECOMMENDATIONS

Ø Company should evaluate the employee’s performance quarterly; when it would

be more helpful to the employees to know their capabilities and capability. The

organization should provide the various kinds of training to improve their

strengths.

Ø Company should conduct training program if the employees appraised negatively.

They should conduct on the job training. It is very useful to the employees to

overcome their weakness and also it helps to increase productivity.

Ø Some of the respondents are not satisfied with the group appraisal system. So the

organization should follow the individual appraisal system.

Ø Company should provide promotion opportunity and career development, when

they are ranked highly. It helps to encourage the employees and also this is one of

the ways to increase the employee performance

Ø Management should give equal importance to favorable and unfavorable aspects

of performance while providing feedback.

Ø Management should give training programs after the performance appraisal

For further improvement.

Ø Management should be consider of all the factors, there is majority of respondents

are influencing in the performance appraisal.

Ø Management should give awareness about the performance appraisal to the

employees in an organization.

4.3. CONCLUSION

From the study it can be concluded that the HR policies practiced by “CHANDRU

RUBBER INDIA LIMITED” needs to be changed to a greater extend as the employees

are highly dissatisfied by the current system practiced by the organization. While the

objectives setting, counseling/ feedback is done in a scientific manner, many appraises

have felt that it would be more useful if the appraisal from after completion of process is

shown to them.

The respondents expect total transparency / openness in the process however, it would be

difficult to institutionalize this process. Better awareness on the part of appraisers and

improvement in their counseling / feedback skills could pave way for bringing about this

change.

APPENDIXAPPENDIXAPPENDIXAPPENDIX

APPENDIX

A STUDY ON PERFORMANCE APPRAISAL SYSTEM

AT CHANDRU RUBBER FACTORY, MADURAI

QUESTIONNAIRE

1. Name :

2. Designation :

3. Age :

a) Below 30 years b) 31-40 years c) 41-50years d) Above 50years

4. Gender :

a) Male � b) Female �

5. Marital status:

a) Married � b) Unmarried �

6. Educational Qualification :

a) School level � b) Diploma � c) UG Degree �

d) Post Graduate �

7. Years of experience:

(a) Below 5 years (b) 5-10 years (c) 11-15 years (d) 16-20 years

(e) Above 20 years

8. Salary :

a) Below Rs.5000 b) Rs.5001- Rs.10000 C) Rs.10001- Rs.15000

d) Above Rs.15000

9. Are you satisfied with your job?

a) Highly satisfied [ ] b) Satisfied [ ] c) Neutral [ ]

d) Highly Dissatisfied [ ] e) Dissatisfied [ ]

10. What is your opinion regarding the working conditions?

a)Very good b) Good c) Average d) Poor e) Very poor

11 Do you know about the performance appraisal system?

a) Yes [ ] b) No [ ]

12. Is performance appraisal necessary in your organization?

a) Yes [ ] b) No [ ]

13. According to your opinion how often performance appraisal can be done?

a) Monthly [ ] b) Quarterly [ ] c) Half Yearly [ ] d) Yearly [ ] 14. Is there any performance standard fixed by the company?

a) Yes [ ] b) No [ ]

15. If your performance is not up to the standard, what kind of actions does the company?

a) Training and development activities [ ] b) Job rotation [ ]

c) Motivation [ ] d) Others

16. Whether you have attained the organizational goals that are expected from the

Management and your supervisor?

a) Strongly agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

17. Does the company give any attention to the employee opinion?

a)Often b) Frequently c) Some times d)Rarely e) Never

18. Do you agree that the employee performance & productivity can be improved after the

Appraisal?



19.Do you need training programs after performance appraisal for further improvement?



20. Should appraisal be done for group and individual.

a) Yes b) No

21. Do you agree that the rating system should be very specific to your job?


e) Strongly Disagree 23. Do you agree that the feed back helps to improve your future performance?

a) yes b)No 24. What are the benefits you expect after the performance appraisal?

a) promotion b) incentives c) career development d) recognition e) others

25. How does performance appraisal influence the employee?

a) Attitude [ ]

b) Behavior [ ]

c) Performance [ ]

d) Productivity [ ]

e) All the Above [ ]

26. To what extent do you have awareness about self appraisal process?

a) Fully awareness b) Partial awareness c) Not at all

27 Give your valuable suggestion regarding the necessity of Performance Appraisal

System in your organization.

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BIBLIOBIBLIOBIBLIOBIBLIOGRAPHYGRAPHYGRAPHYGRAPHY

BIBLIOGRAPHY

Ø “Personnel Today” National Institute of Personnel Management Newsletter,

October – December 1996.

Ø HRD News Letter, Mar-June 1989 of Indian Journal for Training &Development.

Ø D H Kothari “Research Methodlogy”

Ø Martin Fisher “Performance appraisal” printed by “ The Sunday kogan page

ltd , London.

Ø “ Performance appraisal”, Harward Business Review (HBR) classic

Finance Project

Economy & Finance

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