Jocil Performance Appraisal

8/11/2019 Jocil Performance Appraisal

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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT:though nomenclature as a field

of study in todays context existed in some form with the evaluation ofhuman organizations. However, it s systematic study started with the

development of the field of management in the beginning of 20 thcentury. It

has followed the development pattern of management, here we may point

out that human resource management is still inits evolutionary phase .this

has evolved out of different terms such as personnel management, man

power management, labour relations lately some experts have coined

new term !nowledge management .in each label, the scope emphasis of

functions relevant to managing human resouces have changed to some

degree. How ever, in the present context, two terms personnel management

human resources management are used "uite fre"uently with more

emphasis being placed on the latter. #herefore, it is desireable to

conceptualise personnel management human resources management

differentiate the two subse"uently.

Meaning:

In simple sense ,human resources management means employing people,

developing their resources, utilizing maintaining and compensating their

services in tune with the $ob and organizational re"uirements with a view to

contribute to the goals of the organization, individual and society.

Definition:

Human resources management %H&'( can be defined as managing %planning,

organizing, directing and controlling( the functions of employing, developing

and compensating human resources resulting in the creation and development

of human relations with a view to contribute proportionately %due to them( to

the organizational, individual and social goals.

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INTRODUCTION TO PERFORMANCE APPRAISAL

*erformance appraisal is part of human resources. *erformance

appraisal is a systematic evaluation of the individuals with regard to his %or( her

performance on the $ob and his potential for development. *erformance

appraisal is the process of evaluating the performance and "ualifications of the

employees in terms of the re"uirements of the $ob for which he is employed.

+or the purpose of administration including placement, selection for promotion,

providing financial rewards and other actions which re"uire differentialtreatment among the members of a group as distinguished from actions

affecting all members e"ually.

ppraisal should be future oriented activity that provides wor!ers

with useful feedbac! and coaches them to higher levels of performance.

ppraisal the performance of individuals, groups and organizations is a

common practice of all societies while in some instances these appraisal

process are structured and formally sanctioned. In other instances they are an

informal and integral part of daily activities. *erformance ppraisal is the most

powerful and least expensive for directing, managing and developing the

performance and potential of teams and individuals. *erformance ppraisal is

the systematic description of an employees $ob relevant strengths and

wea!nesses.

*erformance ppraisal is the method of evaluating the wor! allotted

to the employee in the wor! area. *erformance ppraisal is a process of

summarizing, assessing and developing the wor! performance of an employ.

#he basic purpose is the find out how- well the employee is performing the $ob

and establish a plan of improvement. *erformance ppraisal can also provide

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data to determine promotion transfer and even demotions of the employee. It

has direct bearing an other personal decisions.

*erformance ppraisal is a continuous process in every large scale

organization. It may involve goal setting, employee selection, placement and

compensation, training and development and carrier management. *erformance

ppraisal is creating a shared vision of the purpose and aims of the

organization, helping each individual employee to understand and recognize

their part in contributing to them there by managing and enhancing the

performance of both individuals and the organization. properly developed

appraisal process can serve as contract between the team numbers and the

team. It informs people about what expected and how performance will be

appraised.

uring the appraisal period, an effective appraisal tool and process

can help determine what the individual %or( team member must start doing,

continue doing %or( stop to be more effective. #his serves and important

development function that may suggest training to improve the ability to

perform. /ut suppose, an individual has the s!ills to do the $ob but is still not

performing. #he issue is li!ely motivation %or( lac! of motivation. ince the

elements of an effective motivation. trategy includes feed bac!, goal setting,

team problem solving and incentives.

/y using the techni"ues and apply the s!ills, individual and the team can

construct a meaningful appraisal tools and use a process that serves the

purposes, you want purposes li!e clarifying expected performance, focusing

team wor!, reviewing progress and developing performance and the team can

use the tool for continuous improvement of performance and development of

potential to perform more complex tas!s.

+or ex. feed bac! given periodically help ensure that the team and

individual !now how he %or( she is doing. 1oals are set that specify what the

team member %or( individual should be doing. #he team participates in problem

solving barriers that impede productivity. +inally, decisions about how to

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e"uitability allocate incentives are made contingent on a fair appraisal of

performance.

*erformance appraisal is process of assessing, summarizing and

developing the wor! performance of an employee. 3very carrier employee

should receive a written performance appraisal to least annually using the

appropriate performance appraisal model consult the relevant policy program

%or( contract for the re"uirement specific to your employees. meeting

precedes writing the appraisal with the employee to provide the opportunity for

mutual understanding to the appraisal process. #he employee has the option to

submit a self appraisal, which will be considered in the development of the

appraisal.

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Meaning:

*erformance appraisal is a method of evaluating the behavior of employs in the

wor! spot, normally including both the "uantitative and "ualitative aspects of

$ob performance.

Definition:

*erformance evaluation %or( performance appraisal is the process of assessing

the performance progress of employees %or( of a group of employees on a

given $ob his potential for future development.

Fora! Definition:

It is the systematic evaluation of the individual with respect to his %or( her

performance on the $ob and his %or( her potential for development.

A""or#ing to f!i$:

*erformance appraisal is the systematic, periodic an impartial rating of an

employees excellence in matters pertaining to his present $ob his potential

for a better $ob.

A""or#ing to S"ott:

*erformance appraisal system is a process of evaluating an employees

performance in a $ob in terms of its re"uirements.

A""or#ing to %i&'!a:

3mployees performance appraisal %or( personal performance appraisal is a

systematic evaluation of wor!ers performance potential for development .it is

a process of estimating $udging the value, excellence, "ualities of

organizational status.

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Perforan"e a$$rai%a! $ro"e%%:

3stablishing the *erformance appraisal standards

6ommunicating the standards to employee

'easuring the actual performance

6omparing the actual performance with standard

performance

iscussing about appraisal

#a!ing corrective action

E%ta(!i%)ing t)e Perforan"e a$$rai%a! %tan#ar#%:

#he appraisal process begins with setting up of ob$ective. #o be

used for appraising the performance of employee. #he criteria are specified

with the help of $ob analysis. #he criteria should be clear ob$ective and in

written form.

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Co'ni"ating t)e %tan#ar#% to e$!o*ee:

#he standard set for performance appraisal should be

communicated to all the employees. #hat standard must be explained to all

employees. 8hen the standards are !nown to the employee they will try to put

their affords for to achieve ob$ectives with out communicating.

Mea%'ring t)e a"t'a! $erforan"e:

9nce, the performance standards are specified and accepted the next

step is evaluated the actual performance. #he evaluation mainly depending

upon some techni"ues and methods and internal and external factors.

6omparing the actual performance with standard performance:

#he actual performance compared with the pre determined

performance standards. 8hen, the actual performance is exceed than standard

performance the result is positive. #he actual performance is less than standard

performance the result is negative.

Di%"'%%ing a(o't a$$rai%a!:

#he results of the appraisals are communicated to the employees

and discussed with the employee about performance such decisions enable thee

employee to !now his wea!nesses and strengths.

Ta&ing "orre"ti+e a"tion:

ppraisal process will be useful only when corrective action is

ta!en on the basis of results. #he corrective action may be the form of advice

%or( warning. It may be in the form of additional training, refresher training,

and management development programs, coaching, etc,

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,)o -i!! a$$rai%e.

S'$er+i%or% :

upervisors include superiors of the employee, other superiors

having !nowledge about the wor! of the employee and department head %or(

manager.

Peer%:

*eer appraisal may be reliable if the wor! group is stable over a

reasonably long period and performs tas!s that re"uire interaction.

S'(or#inate%:

#he concept of having superiors rated by subordinates is being used

in most organizations today, especially in developed countries. uch a novel

methods can be useful in other organizational settings to provide the

relationship between superiors and subordinates are cordial.

Se!f/a$$rai%a!:

It individuals understand the ob$ectives they are accepted to

achieve and the standards by which they are to be evaluated, they are to a great

extent in the best position to appraise their own performance.

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A$$rai%ing -)at an# )o-:

#he "uestion those inevitably arise in performance

appraisal is what does we appraisal. #he answer is both what and the how.

8hat refers to his goals, ob$ectives, and "uantitative !ey results that the team

and each individual is expected to contributed. #he how refers to the

performance behaviors that are impotent in promoting team wor! and

achieving the team goals in a collaborative fashion.

upposing that at the first progress review meeting, team

member are falling short of their goals to provide high "uality and on=time

delivery of finished drilling sheets to their internal customers. 9ne team

members is a bit reserved and hesitated to wor! with the internal customers.

nother is abrasive and turns off the internal customers. ince maintaining

close wor!ing relationship with customers. Is essential to meeting the goals,

reviewing the behavior standard helps pinpoint the cause of the problem socorrective action can be ta!en. #he how %behavior helps diagnose why the

goals( are not being achieved.

Here is another example. #erry is "uite aggressive. He is

notorious as a move and sha!er. fter $oining the team, he "uic!ly too! the bull

by the horns and exceeded all his $ob goals. /ut, in doing so he disrupted the

wor! of other and caused several teammates to fall short of their goals.

He was excellent at getting results but dismal as a team

player. /y appraising what and the how, terry got a does of self=awareness and

an understanding that total performance is not simply what you produce but

includes style of performance and team wor!.

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C)ara"teri%ti"% of $erforan"e a$$rai%a!:

0123 Re!ia(i!it* an# +a!i#it*:

ppraisal system should provide consistent reliable and valid

information and data, which can be used to defend the organization even in

large challenges.

0423 Jo( re!ate#ne%%:

#he appraisal techni"ue should measure the performance andinformation in $ob related areas.

0523 Stan#ar#i6ation:

ppraisal forms, procedures, administration of techni"ues, rating,

etc., should be standardized as appraisal decisions affect all employees of the

group.

0723 Pra"ti"a! +ia(i!it*:

#he techni"ues should be practically viable to administrator, possible

to implement and economical regarding cost aspect.

0823 Lega! %an"tion:

It should nave compliance with the legal provisions concerned of the counter.

0923Training an# a$$rai%er%:

ppraisal is important and some times difficult. It would be useful to

provide training to appraisers.

023 O$en "o'ni"ation:

good appraisal system provides the needed feedbac! on a continuing basis.

0;23 E$!o*ee a%%e%% to re%'!t%:

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#he employees should receive ade"uate feedbac! on their performance. If

performance appraisal is meant for improving employees performance,

then with holding appraisal results would not serve any purpose.

Nee# for $erforan"e a$$rai%a!:

0123*rovide information about the performance ran!s basing on which decision

regarding salary fixation, confirmation, promotion, transfer and demotion are

ta!en.

0423*rovide feedbac! information about the level of achievement and behavior

of subordinate.

0523 this information a helps to review the performance of the subordinate,

rectifying performance deficiencies and to set new standards of wor!.

0723*rovide information which helps to counsel the subordinate.

0823*rovide information to diagnose deficiency in employee regarding s!ill,

!nowledge, determine training and development needs and to prescribe the

means for employee growth provides information for correcting placement.

0923to prevent grievances and indisplinary activities.

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Met)o#% of $erforan"e a$$rai%a!:

Met)o#: 'ethod means mode or way of procedure is called as method

#here are two types of performance appraisal methods.

0123 Tra#itiona! et)o#%3

0423 Mo#ern et)o#%3

0123 Tra#itiona! et)o#%:

&an!ing method.

6omparison method.

6hec!list method.

%a(. imple chec!list.

%b(. 8eighted chec!list.

6ritical incident method.

1roup appraisal.

6onfidential reports.

1raphics rating scale.

+orced distribution method.

0423 Mo#ern et)o#%:

/ehaviorally anchored rating scale.

ssessment center.

H.& accounting.

'anagement by ob$ectives.

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*sychological appraisal.

70 degree appraisal.

0123Tra#itiona! et)o#%:

#raditionally, performance appraisal has been used as $ust a method for

trimming and $ustifying the salaries of the employees. #han it began to be used

a tool for determining rewards %a rise in the pay( and punishments %a cut in the

pay( for the past performance of the employees

#his approach was a past oriented approach which focused only on the past

performance of the employees i.e. during a past specified period of time. #his

approach did not consider the developmental aspects of the employee

performance i.e. his training and development needs or career developmental

possibilities. #he primary concern of the traditional approach is to $udge the

performance of the organization as a whole by the past performances of its

employees #herefore- this approach is also called as the overall approach. In

)>50s the performance appraisal was recognized as a complete system in itself

and the 'odern pproach to performance appraisal was developed

Ran&ing et)o#:

?nder this method the employees are ran!ed from best to lowers

%or( highest to lowest. #his method is relating to easy and in expensive.

#he ran!ings are I, II, III, I@, @. %or( , /, 6, ...etc,

Gra$)i" rating %"a!e:

It compares individual performance to absolute standards. In this

method $udgments about performance are recorded on a scale. #he appraisers

are supplied with printed forms to their employees.

Co$ari%on et)o#:

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It is relatively simple. ?nder this method the appraisers ran!s the

employees by comparing one employee with all other employees in the group.

For"e# #i%tri('tion et)o#:

It is developed to prevent the rates from rating too high %or( too

low. ?nder this method, the rater after assigning the points to the performance

of each employee has to distribute his ratings in a pattern to conform to normal

fre"uency distribution.

C)e"& !i%t et)o#:

#he chec! list is a techni"ue in which the superior is given a

list of statements %or( wor!s and as!ed to chec! statements representing the

characteristics and performance of each employee.

0a23 Si$!e ")e"&!i%t et)o# :

It consists of large number of statements concerning an employee

behavior. #he rater chec!s to indicate if the behavior of employees is positive

%or( negative to each statement. 3mployee performance is rated on the basis of

number of positive chec!s.

0(23 ,eig)te# ")e"&!i%t et)o#:

It involves weighting different items in the chec! list, having a

series of statements about an individual, to indicate that some are more

important than others.

Criti"a! in"i#ent et)o#:

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In this method the supervisor continuously records the critical

incidents of the employee performance %or( behavior relating to all

characteristics. #he superior show the performance of his subordinates.

Gro'$ a$$rai%a! et)o#:

?nder this method an employee is appraised by a group of

appraisers. #his group consists of the immediate superior of the employee %or(

other supervisors. #he head of the department %or( manager wor!s as a co=ordinate for the group achievements.

Confi#entia! re$ort%:

#he superior appraisers the performance of his subordinates

based onhis observations. #he superior does not allow the employee to !nowthe report and his performance.

Ran&ing et)o#:

?nder this method the employees are ran!ed from best to lowers

%or( Highest to lowest

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423Mo#ern et)o#%:

#he modern approach to performance development has made the performance

appraisal process more formal and structured. Aow, the performance appraisalis ta!en as a tool to identify better performing employees from others,

employees training needs, career development paths, rewards and bonuses and

their promotions to he next levels.

ppraisals have become a continuous and periodic activity in the

organizations. #he results of performance appraisals are used to ta!e various

other H& decisions li!e promotions, demotions, transfers, training and

development, reward outcomes. #he modern approach to performance

appraisals includes a feedbac! process that helps to strengthen the relationships

between superiors and subordinates and improve communication throughout

the organization.

#he modern approach to *erformance appraisal is a future oriented

approach and is developmental in nature. #his recognizes employees as

individuals and focuses on their development.

BARS:

#his method combines aliments of the traditional rating s!ills and

critical incident method. It is a method of evaluation with step by step which

are connecting with one particular activity.

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A%%e%%ent "entre:

It was first applied in B1erman rmyC in )>0. Dater business and

industrial houses starting this to implement this method. In this method various

experts asses the performance through different techni"ues.

H3R a""o'nting:

It deals with cost and contribution of H.&. #he cost of employee

includes cost of man power planning, recruitment, selection, induction,

placement, training, wages Eetc.

In this method the employee performance can be measured in

terms of employee contribution to the organization. 8hen the contribution is

more than cost of employee the result is positive- the contribution is less than

cost of employee the result is negative.

M3B3O:

It is a process the superior, subordinates- managers of an

organization $ointly identify its common goals. #hrough './.9 the superior

asses what level of performance is necessary for the subordinate to achieve the

common goal.

P%*")o!ogi"a! a$$rai%a!:

It is conducted to asses the employee potential. It consist of

psychological tests, employee intellectual ability, emotional stability,

motivation, reasoning, analytical abilityE..etc. It helps to ma!e an effective

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decisions regarding employee placement, career planning, training and

development,E..etc.

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OBJECTIVES OF THE STUD=

#o present theoretical frame wor! of performance appraisal.

#o study and access the effectiveness of executive performance

appraisal system

. #o present findings and suggestions based on the study

#o study and suggest measures to improve the effectiveness of the

various procedures of the performance appraisal system.

#o study the relationship between the performance appraisal and the

achievement of organizational goals.

#o study the existing annual performance appraisal system in F96ID

D#.

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METHODOLOG= OF STUD=

Sa$!ing:#he sample covers all the categories of employees the sample is

drawn from all the departments in the organization, and constitutes

)00employees. Bimple convince techni"ue is used by the investigationC .

T)e %a$!e $!an #etai!%:

ample method

ample size

ample unit.

Sa$!e et)o#:

ample has been selected by using random sampling method.

random sample is one whole each item in the universe has an e"ual chance of

!nown opportunity of being selected.

Sa$!e %i6e:

ample ta!en for this study is )00 employees, which is large

sample.

Sa$!e 'nit:

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#he sample unit concept spea!s about the unit, which has been ta!en

into consideration for pro$ect.

So'r"e% of #ata:#he data is gathered for the present study through primary

and secondary sources. ata can be collected through

). *rimary data.

2. econdary data.

). Priar* #ata :

#he ma$ority of the data relating to the functioning of performanceappraisal are drawn from primary sources. #he schedules are administered to

the respondents and the relevant information is gathered from their responses.

In primary data collection the methods are,

a( Guestionnaire

b( chedule

c( Interview

d( 9bservation.

9f these four methods, personal interview and

"uestionnaire are used for collecting the data, during the study period.

43 Se"on#ar* #ata:

#he secondary data has been collected annual reports

partly from records and library sources, performance appraisal system in the

organization. ome information is also gathers through personal tal!s with the

concerned officials.

In secondary data the sources are,

a( nnual report of the company.

b( *erformance appraisal report.

c( #extual information available in the library.

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Data $ro"e%%ing:ata collected from the secondary and primary sources are

processed systematically to evaluate the performance appraisal programmer to

draw the meaningful inference and conclusion.

Signifi"an"e of t)e %t'#*:

#his study is useful to provide information about the performance

ran!s basing on which decision regarding salary fixation, confirmation,

promotion, transfer and demotion are ta!en. nd also it provides feed bac!

information about the level of achievement and behavior of subordinate. #his

study is useful to provide information which helps to council the subordinate.

Liitation%:

#he first and foremost limitation of the study is the sample size.

#ime had also been a ma$or limitation as the period of pro$ect wor! in

only two months.

#he data given by the employee are based on the individual perception,

so matter is not reliable.

#he data collected from the "uestionnaire is limited.

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Pre%entation of t)e %t'#*:

#he study is organized into 5 chapters. #his report deals with a study on

effectiveness of performance appraisal in JOCIL LTD3

6hapter I deal with theoretical concepts relating to performance

appraisal.

6hapter II deals with ob$ectives and methodology of the study.

6hapter III deals with Industry profile and company profile.

6hapter I@ deals with analysis of performance appraisal in JOCIL

LTD.

6hapter @ deals with findings and suggestions of the study.

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INDUSTR= PROFILEINDUSTR= PROFILE

FATT= ACID INDUSTR=

+atty acids, as the name itself indicates, are in the organic acids

derived from fats and oils. +ats and oils are glycosides of the fatty acids. +atty

acids manufactured by hydrolysis of fats and oils, which are popularly !nown

as +at plitting. 1lycerin is obtained as a byproduct of the fatty acid. +atty

cids are having diversified application in various fields of industries li!e

rubber manufacturing Industries, tires, plastic, cosmetics and pharmaceuticals.

A Brief on Fatt* A"i# In#'%tr* in A3P3:

#he +atty cid Industry is dependent on availability of the oils and

oil seeds for extraction and further processing, as 'utton #allow is banned in

India. #he industry found that &ice /ran 9il %&./.9ID( is one such source,

which is cheaper than other oils. #hus, most of the +atty cid atiric cid

manufactures have chosen rice bran oil as their raw material source i.e., &ice

/ran, even through the customers is well spread all over the country.

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#he company pattern of &ice bran oil depends on the level of free

+atty cid content available for industrial grade which varies from time to time

as the &ice /ran 9il availability is seasonal , having direct relation to the rice

cropping and harvesting schedules. #herefore, fluctuations are observed in the

&ice /ran 9il prices, which are almost fixed in their pattern. However, at times

due to climatic conditions and temperature variations, the status of the &ice

/ran 9il changes from industrial grade to edible and vice versa.

In India, as explained already &ice /ran 9il extraction is mostly

available in the ma$or rice growing states of ndhra *radesh and *un$ab. +atty

cid manufacturing units have also found their duration in these states to be

nearer to the material source. #hailand tate, even though produces ma$or

"uantities of rice, most of it consumed as boiled rice for the local consumption.

In ndhra *radesh there are about ;0 &ice /ran 9il extraction units and 7 +atty

cid manufacturing units. nother new unit is coming up.

mong all these, Focil Dimited is the second oldest and its products are

accepted among the customers. #he commercial sales of tearic cid by these

ndhra *radesh based units account approximately for 4< percent of the all

India sales volume.

#he +atty acid manufacturing units in ndhra *radesh are 's +ood

and +ertilizers Dtd., 's iris gro Dtd., 's ree &ayalaseema l!alis and

llied 6hemicals Dtd., 's wasti!a 9leo chemicals Dtd., and 's 1olden

gro=#ech Industries Dtd., are tot to start commercial production. ll these are

manufactures of tearic cid and other +atty cids. ome of them utilizing

portion of their capacities is used for captive consumption %on all India basis

about 52 percent of installed capacities is used for captive consumption and

about 4 percent of idle capacity(.

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bout )4 percent of 's #9'69, D and @egetable @itamins and

+ats alone are about ; percent ndhra *radesh state is growing industrially

and there is ample scope and potential for entry of new industries. #hus, the

tearic cid and other +atty cid using industries li!e *@6, 6hemical, &ubber

&etreating and related industries are still possible to be set up in ndhra

*radesh, is still to grow in spite of the competition among the fatty

manufacturers. #he idle capacity thus, is not permanent feature.

#he industries using tearic cid in ndhra *radesh are mostly *@6

pipes, &ubber retreating, Hawaii 6hapels, 6ycle #ires 6hemical uxiliaries,

eparates, cement, paints and 6osmetics. #he growth rate even though is high

cosmetics industry at 25 percent- the volumes are low due to lower production

levels of cosmetics industry.

Pre%ent Stat'% of t)e In#'%tr*:/

*resent status of +atty cid is dispersed all over the country with unitsin various states. *roduction of fatty acid in India was insignificant, prior to the

period of econd 8orld 8ar. *roduction on a small scale was initially started

in the mid forties that too with obsolete e"uipment.

#he "uantity of fatty acid coming out from these units is far from

desirable and recovery of glycerin was inefficient. It is in )>5, the first high

pressure +at plitting plant in our country went into steam in /ombay. It started

production as a batch operating unit, which was soon converted to a semi=

continuous one. #he industry which started ta!ing shape in the early fifties was

established on a firm footing within a decade, ac"uiring considerable !now=

how in process technology.

In the year )>54, in installed capacity of +atty cid plants was below

4500 tones per annum. #he annual production from the four operating units at

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that time was below )000 tones per annum. ince then the +atty cid industry

in India has made rapid progress during the next two decades.

3&I6 6I IA?#&J:

In the tearic cid different grades are produced with standard

specification of different industrial consumers. #he following are the different

grades of satiric acids consumed by different industries in manufacturing their

own industrial products.

VARIOUS GRADES OF STEARIC ACIDS:/

F9#3K 1&3=F9#3K

*36ID 1&3

?sed in drugs, *harmaceuticals,

cosmetics, chemicals and plastics.

F9#&I6 *36ID 1&3 6hemicals, calcium carbonate.

F9#&I6 1&3 'etal polish, 1rease, 'etallic polish,

*@6, tabilizers and chemicals.

F96ID=> 'etal polish, 1rease, 'etallic polish,*@6, tabilizers and chemical.

F9#&I6 )) *@6

F9'3D &ubber, 6ement, *aint.

F96ID=&1 &ubber, 'etallic polish.

F96ID &ubber, 'etallic polish, 1rease.

JOCIL LTD 2;


28/86

MBA PROGRAM VIIT

CONSUMPTION PATTERN OF STEARIC ACID IN

DIFFERENT INDUSTRIES

ino Aame of the industry Guantity Industry %L( 1rowth rate

) &ubber tire )000 );L 5L

2 &ubber noontide )2000 )7L L eparatestabilities )5000 24L 7L

4 *@6*olymers >000 )2L ;L

5 6ement paints 000 4L 7L

7 6hemical uxiliaries 6 7000 L

> 'etal polishes 000 4L 5L

)0 Dubricants 1reases 000 4L


29/86

MBA PROGRAM VIIT

Aame of manufacturer Guantity 'ar!et share

%L(

&egion

1ore soaps Dtd., );000 22L Aorth@@+ Dimited >000 )2L Aorth

Focil Dimited )0000 )L .*

++3D Dimited 7000 L .*

Imports )000 )L

SOAP INDUSTR=:/

#he India soaps and detergents has been experiencing low growth

and intense competition in urban areas. #he physical mar!et for detergents at

about 2.; million tones is one of the largest mar!ets in the world .It categorized

popular economy, premium and super premium. In India, the per capita

consumption of detergents is only ).7!gper annum as against over )7!g,

8estern 3urope.

JOCIL LTD 2>


30/86

MBA PROGRAM VIIT

oaps ).4!g from >=>4 report .In #aiwan 7.2!g,#hailand 2!gper

annum, Indonesia 2!g,!orea ;.!g per annum per capita ,'alaysia .; !g per

annum per capita, Fapan !g per annum per capital. #he per capita

consumption of #oilet soap in India is at present low as compared to many

developing countries. #he Industry has made rapid progress after lifting the

price control. #he overall growth rate of the Industry in the recent years has

been in the neighborhood of 2Lper annum.

#he total turn over of #oilet soaps industry is &s4500 cores. #he mar!et

is estimated at more than la!hs tones and its growth rate is about 2Lper

annum. #he overall consumption of #oilet soaps in the country has been

increasing at the rate of 7.;Land at more than )2Lper annum in rural areas

.#he industry faces serious problem on account of, inade"uate availability of

linear al!aline benzene, which has to be imported on a large scale.

#he gap between demand and supply of oils for production of #oilet

soaps is matter of serious concern. #he wor!ing group has assessed the

availability of oils by the year )>>> and 2000.at 7.5 la!y tones and )2.)

la!y tones respectively where as the demand would be the order of ;.5 la!es

tones and )7 la!es tones which will have to be the basis of present ran!ing by

imports.

#he soaps mar!et is divided in to sub=popular and popular

premium on the basis of price ./ut for the purpose of mar!et study, the mar!et

is categorized in to popular and premium .#he popular segment consists about


31/86

MBA PROGRAM VIIT

&s.7=


32/86

MBA PROGRAM VIIT

FATT= ACID STEARIC ACID MANUFACTURING :/

JOCIL LTD 2

CATAL=ST MIER

DISCHARGE VESSEL

FATT= ACID COOLER

CANDLE FILTER

FILTERED HCFA TO STORAGE

RA, MATERIAL

PRE PURIFICATION OF OILS FATS

S,EET ,ATER SPLITTING


33/86

MBA PROGRAM VIIT

REFINED GL=CERINE MANUFACTURING

JOCIL LTD

H=DROGENATION

STEARIC ACID ,ITH VARIOUS GRADES

FA DISTILLATION

FLA@ING

RESIDUE

RA, MATERIAL

PRE PURIFICATION OF OILS FATS

CRUDE FATT= ACIDSPLITTING

S,EET ,ATER


34/86

MBA PROGRAM VIIT

MA@ING OF SOAP NOODLES SOAP

JOCIL LTD 4

EVAPORATION

0To reo+e -ater2

CRUDE GL=CERIN

GL=CERIN DISTILLATION

REFINED GL=CERIN

CHEMICAL TREATEMENT

0To reo+e i$'ritie%2

FATT= ACID FROM DISTILLATION

SAPONIFICATION 0Soa$ (oi!ing2

REACTION ,ITH CAUSTIC SODA

NEAT SOAP


35/86

MBA PROGRAM VIIT

COMPAN= PROFILE

HISTOR=

public limited company incorporated in

+ebruary )>;< as ndhra *radesh 9il and

6hemical Industries Dtd.

JOCIL LTD 5

SPRA= DR=ING

0To re#'"e oi%t're to #e%ire# !e+e!2

SOAP NOODLES

AMALGAMATION

0A##ing '$ of "o!or> $erf'e2

MILLING 0Hoogenate2

ETRUCTION 0Ta!&ing o't %oa$ (ar%2

SOAPBARCUTTING> STAMPING> PAC@ING

FINISHED SOAP


36/86

MBA PROGRAM VIIT

Disted in 'adras and Hyderabad toc! 3xchanges, India.

&enamed as BFayala!shmi 9il and

6hemical Industries DimitedC in )>2.

25 years of experience in the field of manufacture of tearic

cid +la!es, +atty cids, #oilet oap, oap Aoodles and

1lycerin.

tearic cid +la!es are available in various grades for use in

*harmaceutical, 6osmetics, #extiles, *aints, *lastics, #ires,

#read &ubber, 'etal.

7 'w /iomass 6ogeneration *ower *lant commissioned in

200), to meet captive re"uirements of team *ower.

3xports urplus *ower to **6D %*ublic ?tility

6ompany(.

6ontinuous unbro!en dividend paying record since )>


37/86

MBA PROGRAM VIIT

I9 >00):2000 6ertification by A@ in year 2004.

THE BOARD OF DIRECTORS

r. 'ullapudi Harischandra *rasad F. 'urali 'ohan

6hairman %old( 'anaging irector

JOCIL LTD ;


38/86

MBA PROGRAM VIIT

*. Aarendranath 6howdary

*resent chairman

Dire"tor%

*. Aarendranath 6howdary

'. #himmara$a

J. Aarayanarao 6howdary

@.. &a$u

. rinivasa &ao

'. 1opala!rishna

#ipirneni ubbarao @.

Organization Structure of Jocil Ltd.

/oard of irectors

'anaging director

*resident 'ar!eting 1' eng 'anager 1' 1'

r.'anager

ecretary

Pre%i#ent Se"retar*

JOCIL LTD


39/86

MBA PROGRAM VIIT

+inance tores *urchase labour

ecurity

'anager 3xecutive 3xecutive 9fficer9fficer

sst. enior enior sst. #ime

ecurity

3xecutive 'anager sst. eepers

1uards

r.ccounts 6ler! 6osting

9fficer

sst. 9ffice sst.

ccounts

9fficer 6ler!s

Marketing Manager

uperintendent 'ar!eting 9fficer 'ar!eting upervisor

3xecutive

sst.6ler! sst. 6ler! sst. ales

upervisor

ales

&epresentative

Initia! In+e%tent :/

#he company has setup &s... 6ore fatty acid and soap pro$ect

and turn !ey basis through ' /all tar %India( Dtd, /ombay with technology

and e"uipment of 1.'./., Italy.

O(e"ti+e of Jo"i! Liite# :/

JOCIL LTD >


40/86

MBA PROGRAM VIIT

#he main ob$ectives of the company are to manufacture fatty

acids and #oilet soaps. #he company received letter of Intent from epartment

of Industrial evelopment, 'inistry of Industries, 1ovt. of India, and Aew

elhi. 3nhancing the annual licensed capacity of +atty acids, 1lycerin and

toilet soap. #he company has implemented this letter by increasing installation

capacity of +atty cids plant from 7205 '.#. per annum to )55)0 '.#. with

effect from +ebruary. )>>), this enhanced capacity came into operation.

Lo"ation of t)e Co$an*:/

#he company is located at o!iparru in 'edi!onduru 'andalay

of 1untur district in the state of ndhra *radesh. #he area was declared as

bac!ward one by the 1ovt. of .*. It was located in cres. Aow the

companys geographical area is extended up to about )00 acres. It is well

connected by both rail and road transportation. It is only 45 !m from

@i$ayawada, which is industrially located.

Industrial Licensing :-

s the value of fixed assets envisaged in the pro$ect is less than

&s... 6rores the industrial license is not re"uired for setting of this pro$ect.

#he company has been registered with irectorate 1eneral of #echnological

evelopment %1#(, 1overnment of India, Aew elhi bearing

Ao.1#HG==&=4;6=27%A(3;> dated 2)=5=)>;> and soap

)2%;(;> dated )==)>>0 for the manufacture of

JOCIL LTD 40


41/86

MBA PROGRAM VIIT

). *rocessed +atty cidsIndustrial +atty cids >000

2. 1lycerin

. #oilet oaps

S)are Ho!#er% Pattern :/

)==)>>;

*romoters 55.02L

%#he ndhra ugars Dtd, Holding

*ublic 0.7L

Institution %I6I6I I36( )4.5L

+ace @alue of hare &s.)0= each

Main Plant Supplies :/

/all esters %India( Dtd, /ombay in collaboration of /ollestra, .*.,

'ilano %Italy( based on the #echnology of 6.'./..*., *omilia %&ome( have

supplied the main plant e"uipment viz., splitting plant, distillation plant, and

Hydrogenation plant. ..!rishnan ssociates pvt Dtd. Aew elhi has supplied

the e"uipment for soap and 1lycerin plants.

Registration of the unit :-

JOCIL LTD 4)


42/86

MBA PROGRAM VIIT

#he company had been registered with the irection 1eneral of

#echnical evelopment %1#( government of India, Aew elhi. t the time

no industry license was re"uired for setting up this pro$ect since the total cost

of the fixed assets of the pro$ect envisaged was less than &s..00 cores .#he

company has also obtained the industrial license no ID:5;%4 dated ==)>>4 before going into further expansion of

the unit.

Policies of JOCIL :/

#he 6ompany has well defined policies for

Guality

6onsumer afety

afety, Health and 3nvironment %H3(

JOCIL LTD 42


43/86

MBA PROGRAM VIIT

Copan!"s Philosoph! :

#o be a uccessful *rofit 'a!ing 9rganization.

#o 6onduct its 9perations with Honesty, Integrity and

#ransparency.

#o be the 'ar!et Deader in its +ield of 9perations through

6ontinual Improvement in efficiency and Guality of *roducts

ervices.

#o have 6oncern for 3mployees, hareholders, 6ustomers and

/usiness ssociates ali!e.

#o erve ociety through Industry.

#o care for the 3nvironment and the 8orld in which we live .

E$an%ion of t)e P!ant :/

#he unit has commenced commercial production during the year

)>


44/86

MBA PROGRAM VIIT

#he company has further underta!en the expansion of +atty cid

plant and the capacity of the plant is )00 tones per day at the present. #he

following are the process plants of the company:

). +atty cid *lant

a. *re=treatment

b. +at splitting

c. +atty cid istillation

d. Hydrogenation

e. +la!ing

2. #oilet oap *lant

.teraic acid plant

4. 1lycerin *lant

5. 9xygen *lant

7. *ower *lant.

#he company has set up 7 '.8. capacities /iomass power plant producing

power in the factory premises for the purpose of capacitive consumption

and export to * #&A69 and third parties in the year 200).

Ra- Materia!% an# Pro#'"t% :/

&ice /ran 9il

&ice /ran cid 9il

6rude *alm 9il

JOCIL LTD 44


45/86

MBA PROGRAM VIIT

*alm +atty cid istillate

*alm emel 9il

6oconut 9il

Pro#'"t% :/

+atty cids

tearic cid

istilled &ice /ran +atty cid

Hydrogenated rice bran fatty acids

#oilet soap Aoodles #oilet oaps

&efined 1lycerin

Industrial 9xygen

A$$!i"ation of $ro#'"t% :/

Steari" A"i#N &ubber products li!e tires, tubes, thread, rubber and other

rubber moldings, *@6 &igid *ipes, 6ement *aints, 6osmetics,

*harmaceuticals, yrups, 'etallic tearates.

JOCIL LTD 45


46/86

MBA PROGRAM VIIT

Refine# G!*"erinN 6osmetics, *aint industries, #obacco humidification,

tooth pastes.

Ri"e Bran Oi! $it")N Dow "uality detergents, soaps, metal, buffing bars

In#'%tria! O*genN 1as cutting, oxyacetylene flame, for welding purpose.

Soa$%N #oilet soaps

P!ant% in In#'%tr* :/

+at splitting plant +atty cid istillation

+atty cid Hydrogenation plant 3lectrolyses

6ell &oom 9xygen *lant

+a!er section weet water #reatment plant

weet water 3vaporation 1lycerin istillation

.'. water plant egumming plant

oap plant power plant

F't're Pro%$e"t% :/

;0 percent to


47/86

MBA PROGRAM VIIT

ma$or reason behind this rate of consumption of +atty cid in India,

compared to developed countries is that they have not yet achieved that level of

sophistication in demand to utilize the versatile fatty cid derivatives.

However, India is fast developing country and auxiliary chemical industries are

growing fast, where application of fatty acid derivatives are very much a

necessity.

*rospects of fatty acids are found to be bright due to following

additional reasons. In fatty acids are directly consumed for soap manufacturing

it helps not only to produce fine "uality soaps, but also gives the advantage of

recovery of a glycerin, which is valuable chemical and is otherwise wasteduselessly.

eparation and purification of fat and oils is an important aspect of this

fatty acid industry and modern development in these lines have expanded the

field of application of fatty acid to industries li!e plastics, fibers, surfactants,

etc. #he development in the field of non=edible oils and their increasing

availability put pressure on the fatty acid industry for development.

T*$e% of Fatt* A"i#%: /

+atty cids are two types

). aturated: 3x: Dauric cid

o 'ysteric cid

JOCIL LTD 4;


48/86

MBA PROGRAM VIIT

o *almitic cid

o tearic cid

2. ?nsaturated: 3x: 9leic cid, Dinoleic cid

#his classification is done on the basis of the molecular composition.

&aw materials that constitute fatty acids include the following:

). nimal fats: #allow

b( Hard

c( Inedible 1rease

2. @egetable 9ils:

Aeem oil

*alm oil

6oconut oil

&ice /ran oil

'ostly in use in countries li!es Fapan, /urma and #hailand.

Jo"i! Liite#(A Subsidiary of The Andhra Sugars Limited)Factory &Regd.office:DO!"ARR#$%#T#R'*+,$A"

A#D!T-D F!A!AL R-S#LTS FOR T/- 0-AR -D-D +1'+'21+(RS in 3a4hs)

'arter en#e#

51/


49/86

MBA PROGRAM VIIT

5;5;.7

54..;0

>;.7>

45;.>

5.))

452.2>;25

44.>.))

422.>;25

44.>.4>

157139;

%24;.7(

)275>.7.02

52.2;2.42

114139

%


50/86

MBA PROGRAM VIIT

244250

)00

55.02

244250

)00

55.02

Jear to date and for the previous

year

);.*ublic shareholding

%a(.Aumber of shares

%b(.*ercentage of share holding

).5>;25

44.>; >;L

2 Ao L

#otal )00 )00L

Inter$retation:

#he table reveals that 70L of employees are said *e%40L of employeesare said no3

Con"!'%ion :

+rom above table it is clear that more no. of employees is experience persons

remaining employees are new to the organization.

43 Are *o' $arti"i$ating in $erforan"e a$$rai%a!.

JOCIL LTD 57


57/86

MBA PROGRAM VIIT

) Jes 70 70L

2 Ao 4040L

#otal )00 )00L

Inter$retation:

#he table reveals that 70L of employees are said *e% 40L of

employees are said no.

Con"!'%ion:

+rom above table it is clear that more no. of employees are interestly

participating in performance remaining employees are not interestly

participating in performance appraisal.

JOCIL LTD 5;


58/86

MBA PROGRAM VIIT

53 ,)at i% *o'r o$inion on $erforan"e a$$rai%a! %*%te regar#ing

-eig)tage gi+en (* *o'r e$!o*ee% in *o'r organi6ation.

) 3xcellent 50 50L

2 @ery good )5 )5L 1ood 0 0L

4 atisfactory 5 5L

#otal )00 )00L

Inter$retation:

#he diagram reveals that 50L of employees are said e"e!!ent>)5L of

employees are said +er* goo#,5L of employees are said %ati%fa"tor* 0L

of employees are said goo#3

Con"!'%ion:

+rom diagram table it is clear that more no. of employees are !now

about the importance of performance appraisal, few no.of employees are

!now about the need of performance appraisal remaining employees are

!now about use of performance appraisal.

JOCIL LTD 5


59/86

MBA PROGRAM VIIT

73 Doe% $erforan"e a$$rai%a! %*%te "reate a "o$etation> en+ironent.

) 6ertain


60/86

MBA PROGRAM VIIT

) Jes 75 75L

2 Ao 20 20L

*artially )5 )5L

#otal )00 )00L

Inter$retation:

#he diagram reveals that 75L of employees are said *e%, 20L of employees

are said no )5L of employees are said $artia!!*3

Con"!'%ion :

+rom above diagram it is clear that more no. of employees are !now

about performance appraisal system,few no.of employees are not !now about

performance appraisal system remaining employees are some

information !now about performance appraisal system.

93 I% $erforan"e a$$rai%a! &no- t)e e$!o*ee% $ro(!e% .

JOCIL LTD 70


61/86

MBA PROGRAM VIIT

) Jes e+a!'ate t)e e$!o*ee% (a%e# on )i%)er

$erforan"e $otentia! .

JOCIL LTD 7)


62/86

MBA PROGRAM VIIT

) Jes 55 55L

2 Ao 20 20L

6ant say 25 25L

#otal )00 )00L

Inter$retation :

#he diagram reveals that 55L of employees are said *e% , 20L of

employees are said no 25L of employees are said "ant %a*3

Con"!'%ion:

+rom diagram table it is clear that more no.of employees have awareness

about the performance appraisal system,few no. of employees have not

awareness about the performance appraisal system remaining employees

between awareness have employees not awareness have employees.

;3 I% $erforan"e a$$rai%a! te%t t)e effe"ti+ene%% re"r'itent

%e!e"tion .

JOCIL LTD 72


63/86

MBA PROGRAM VIIT

) Jes 7 7L

2 Ao ; ;L

#otal )00 )00L

Inter$retation :

#he table reveals that 7Lof employees are said *e% ;Lof employees are said

no3

Con"!'%ion:

+rom above table it is clear that more no.of employees have !nowledge about

performance appraisal system remaining employees not have !nowledge

about performance appraisal system.

3 Do *o' t)in& $erforan"e a$$rai%a! i% ne"e%%ar* .

JOCIL LTD 7


64/86

MBA PROGRAM VIIT

) Jes


65/86

MBA PROGRAM VIIT

) Jes 7 7L

2 Ao ; ;L

#otal )00 )00L

Inter$retation:

#he diagram reveals that 7L of employees are said *e% ;L of employees

are said no3

Con"!'%ion :

+rom above diagram it is clear that more no.of employees carrier need is

achieved with help of performance appraisal remaining employees carrier

needs are not achieved with help of performance appraisal.

113 I% $erforan"e a$$rai%a! $ro"e#'re gi+e a #ire"tion to a$$rai%er

JOCIL LTD 75


66/86

MBA PROGRAM VIIT

2 Ao 4; 4;L

ome times 0 0L

#otal )00 )00L

Inter%$retation :

#he diagram reveals that 5L of employees are said *e% ,4;L of employees

are said no %oe tie%is 0L.

Con"!'%ion:

+rom above diagram it is clear that more no.of employees have !nowledge

about performance appraisal remaining employees are not have !nowledge

about the performance appraisal.

143 ,)o -i!! a$$rai%e t)e e$!o*ee% $erforan"e .

JOCIL LTD 77


67/86

MBA PROGRAM VIIT

) upervisors 5; 5;L

2 *eers 0 0L

ub=ordinates 0 0L

4 elf=appraisal 4 4L

#otal )00 )00L

Inter$retation :

#he diagram reveals that 5;L of employees performance appraised by

%'$er+i%or%> 4L of employees performance appraised by %e!f/a$$rai%a!

%'(/or#inate%>$eer%is 0L.

Con"!'%ion :

+rom diagram table it is clear that more no.of employees are appraised by

supervisors remaining employees are appraised by self=appraisal.

.153 Are *o' %'gge%t -)i") t*$e of et)o# .

JOCIL LTD 7;


68/86

MBA PROGRAM VIIT

) 'odern >; >;L

2 #raditional L

#otal )00 )00L

Inter$retation :

#he table reveals that >;L of employees are said o#ernmethod L of

employees are said tra#itiona! method.

Con"!'%ion :

+rom above table it is clear that more no.of employees are support modern

method, this method is advanced. remaining employees are support to

traditional method.

173 ,)at t*$e of et)o# #oe% organi6ation i% fo!!o-e# .

JOCIL LTD 7


69/86

MBA PROGRAM VIIT

) &an!ing method 25 25L

21raphics &ating

scale25 25L

1roup appraisal 50 50L

4ny other

method0 0L

#otal )00 )00L

Inter$retation:

#he table reveals that 25L of employees are said the company is following

ran&ing et)o#,25L of employees are said company is following gra$)i"%

rating %"a!e et)o#,50L of employees are said company is following

gro'$ a$$rai%a! et)o#an* ot)er et)o#%are 0L.

Con"!'%ion :

+rom above table it is clear that the organization highly followed 1roup

appraisal method ran!ing and graphics rating scale methods are e"ually .

183 If *o' %"ore $oor rating t)en *o' get.

JOCIL LTD 7>


70/86

MBA PROGRAM VIIT

) 6ounseling ; ;L

2 #raining 2; 2;L

/oth 0 0L

#otal )00 )00L

Inter$retation:

#he table reveals that ;L of employees are said ta!e "o'n%e!ingwhen score

score poor rating get,2;L of employees are said ta!e training when score

poor rating get (ot)is 0L.

Con"!'%ion:

+rom above table it is clear that more no .of employees experienced, so ta!e the

counseling remaining are not experienced persons so ta!e the training.

193 Do *o' t)in& $erforan"e a$$rai%a! i% i$ortant in a!! t*$e% of o(%.

JOCIL LTD ;0


71/86

MBA PROGRAM VIIT

) Jes ;0 ;0L

2 Ao 0 0L

ome times 0 0L

#otal )00 )00L

Inter$retation:

#he diagram reveals that ;0L of employees are thin! the performance

appraisal system is important in all types of $obs said *e%, 0L of employees

are said no 0L of employees are said %oe tie%.

Con"!'%ion:

+rom above diagram it is clear that more no.of employee are got

benefitsremaining employees are not got benefits .

13 Do *o' t)in& $erforan"e a$$rai%a! )e!$% to "o'n"i! t)e S'(/

or#inate%.

JOCIL LTD ;)


72/86

MBA PROGRAM VIIT

) Jes 75 75L

2 Ao 5 5L

6ant say 0 0L

#otal )00 )00L

Inter$retation:

#he diagram reveals that 75L of employees are said *e%, 5L of employees

are said no "ant %a*is 0L.

Con"!'%ion:

+rom above diagram it is clear that more no.of employees are ta!en counceling

few no.of employees are not ta!en counciling

1;3 Do *o' t)in& $erforan"e a$$rai%a! for% $ro$er (a%i% for

a&ing #e"i%ion regar#ing $rootion .

) trongly agree 55 55L

JOCIL LTD ;2


73/86

MBA PROGRAM VIIT

2 gree 20 20L

is agree 25 25L

4 trongly

disagree

0 0L

#otal )00 )00L

Inter$retation:

#h diagram reveals tha 55Lof employees are said %trong!*

agree,20Lemploye

are said agree, 25Lof employees are said #i%agree 0L is%trong!*

#i%agree

Con"!'%ion :

+rom above diagram it is clear that more no.of employees are detail !now

about basis for ma!ing decision,few no.of employees are not detail !now about

the basis for ma!ing decision remaining are not !now about the basis for

ma!ing decision

13 I% *o'r organi6ation $ro+i#e% $rootion% #eotion (a%e# on

e$!o*ee% $erforan"e.

) Jes ;; ;;L

JOCIL LTD ;


74/86

MBA PROGRAM VIIT

2 Ao 2 2L

#otal )00 )00L

Inter$retation:

#he diagram reveals that ;;L of employees are said *e% 2L of employees

are aid no3

Con"!'%ion:

+rom above diagram it is clear that more no.of employees are get promotions

demotions, remaining employees are not get promotions demotions

4


75/86

MBA PROGRAM VIIT

6ant say 5 5L

#otal )00 )00L

Inter$retation:

#he diagram reveals that 45L of employees are said *e%>20L of employees

are said no 5L of employees are said "ant %a*

Con"!'%ion:

+rom above diagram it is clear that more no.of employees are gets salary

increments, few no.of employees are not get salary increments &emaining

employees are not !now about the salary increments

413 I% *o'r ?'a!ifi"ation at")e# -it) *o'r #e%ignation .

) Jes )00 )00L

2 Ao 0 0L

#otal )00 )00L

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Inter$retation :

#he table reveals that )00L of employees are said *e% 0L of employees are

said no3

Con"!'%ion :

+rom above table it is clear that all employees "ualification is e"ual to

designation.

443 If *o'r ?'a!ifi"ation )ig) t)en are *o' tr*ing to $rootion%

)

Jes ; ;L

2 Ao 2; 2;L

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#otal )00 )00L

Inter$retation% :

#he table reveals that ;L of employees are said *e%2;L of employees are

said no

Con"!66'%ion :

+rom above table it is clear that more no.of employees are trying to promotions

remaing employees are not trying to promotions but if the organization

given, they will ta!e promotions.

453 $erforan"e a$$rai%a! i% '%ef'! in i#entif*ing *o'r a(i!itie%

) Jes ;5 ;5L

2 Ao 25 25L

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#otal )00 )00L

Inter$retation :

#he diagram reveals that ;5L of employees are said *e% 25L of employees

are said no3

Con"!'%ion:

+rom above diagram it is clear that more no. of employees ta!e feed bac!,

providing by company.with the help of feed bac! the employees identified their

abilities remaining employees are not ta!e feed bac!.

473 ,)at i% tie ga$ for a$$rai%ing in organi6ation .

) 'onthly )00 )00L

2 Guarterly 0 0L

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Half=yearly

0 0L

4 Jearly 0 0L

#otal )00 )00L

Inter$retation :

#he diagram reveals that )00L of employees are said ont)!* ?'arter!*,

)a!f/*ear!*,*ear!*.is 0L.

Con"!'%ion :

+rom above diagram it is clear that organization gives much importance to the

performance appraisal based on this only they prepare training programs

promotional activities.so it measure the performance monthly.

FINDINGS

). #he study reveals that more no.of employees are experienced persons.

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2. #he study reveals that more no .of employees are aware of

performance. ppraisal system of the organization.

. It is observed from this study more no.of employees are interestly

participated In performance appraisal.

4. It is observed from this study certain competation environment among

the 3mployees.

5. #he study reveals that the performance appraisal is useful to employees.

7. It is observed from this study more no.of employees career needs are

achieved with help of performance appraisal.

;. #he study reveals that appraising the employees by supervisors.

. It is observed from this study more no.of employees are got benefits.

)0.It is observed from this study more no.of employees are gets salary

increments.

)). #he study reveals that more no.of emoloyees education "ualification ismatched with their designation.

)2. It is observed from this study more no.of employees are trying to

promotions if have high education "ualification.

). #he study reveals that more no.of employees are identified their abilities

by company providing feed bac!.

)4. #he study reveals that the time gap for appraising is monthly.

SUGGESTIONS

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). It is suggested that few no.of employees are not awareness about

performance appraisal system, so provide awareness programs to

employees.

2. It is suggest that few no.of employees are not have interest, so shouldcreate interest to employees for participating In performance

appraisal.

. It is suggest that few no.of employee are not !now about the useful

of *erformance appraisal, so should say about the useful of

performance appraisal to employees.

4. It is suggest that should improve the employees for will not ta!e

counseling training.

5. It is suggest that should provide information about basis for

ma!ing decision regarding promotion.

7. It is suggest that should provide information about the salary

increments based on which criteria.

;. It is suggest that should create a interest to employees for will

ta!e feedbac!.

CONCLUSION

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*erformance appraisal plays an important role in the development of human

resource in every organization. #he study reveals that ma$ority of the

employees are having awareness about the performance appraisal of their

organization and they felt that performance appraisal is helpful for their

organization growth. ma$ority of employees interestly participating in

performance. #he organizations evaluate the performance of the employees by

their performance potential. #he ma$ority of employees get benifits on their

performance.

. 'ost of employees performance appraising by supervisors. #he company

follows &an!ing method,graphics rating scale group appraisal methods. 'ore

no.of employees education "ualification is matched with their designation.

'a$ority of the employees felt that the performance appraisal system is useful

in identifying their abilities. 3mployees feel that monthly appraisal has

strong influence.

UESTIONNAIRE

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A STUD= ON EFFECTIVENESS OF PERFORMANCE

APPRAISAL IN

JOCIL LTD>DO@IPARRU :

Per%ona! inforation

Nae :

E$!o*ee no:

De%ignation :

De$artent :

'a!ifi"ation :

E$erien"e :

13 Do *o' &no- a(o't t)e $erforan"e a$$rai%a! .

0a2 =e% 0(2 No

43 Are *o' $arti"i$ating in $erforan"e a$$rai%a! .

0a2 =e% 0(2 No

53 ,)at i% *o'r o$inion on $erforan"e a$$rai%a! %*%te regar#ing

-eig)tage

gi+en (* *o'r e$!o*ee% in *o'r organi6ation .

0a2 E"e!!ent 0(2 Ver* goo#

0"2 Goo# 0#2 Sati%fa"tor*

73 Doe% $erforan"e a$$rai%a! %*%te "reate a "o$etation

en+ironent . 0a2 Certain 0(2 Certain!! not 0"2 Not %'re

83 Do *o' t)in& $erforan"e a$$rai%a! %*%te effe"t% on t)e

organi6ation #e+e!o$ent .

0a2 =e% 0(2 No 0"2 Partia!!*

93 I% $erforan"e a$$rai%a! &no-ing t)e e$!o*ee% $ro(!e% .

0a2 =e% 0(2 No 0"2 Soe tie%

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3 I% $erforan"e a$$rai%a!> e+a!'ate t)e e$!o*ee% (a%e# on )i%)er

$erforan"e

$otentia! .

0a2 =e% 0(2 No 0"2 Cant %a*

;3 I% $erforan"e a$$rai%a! te%t t)e effe"ti+ene%% re"r'iteent

%e!e"tion .

0a2 =e% 0(2 No

3 Do *o' t)in& $erforan"e a$$rai%a! i% ne"e%%ar* .

0a2 =e% 0(2 No

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13Do *o' t)in& $erforan"e a$$rai%a! )e!$% to "o'n"i! t)e %'(/

or#inate% .

0a2 =e% 0(2 No 0"2 Cant %a*

1;3Do *o' t)in& $erforan"e a$$rai%a! for% $ro$er (a%i% for

a&ing #e"i%ion

regar#ing $rootion% .

0a2 Strong!* agree 0(2 Agree

0"2 Di% agree 0#2 Strong!* #i%agree

13I% *o'r organi6ation $ro+i#e% $rootion% #eotion% (a%e# on

e$!o*ee%

$erforan"e .

0a2 =e% 0(2 No

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PERSONNEL AND HUMAN RESOURCE MANAGEMENT

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/// HIMALA=A PUBLISHING/

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