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A STUDY ON EMPLOYEE SATISFACTION TOWARD

PERFORMANCE APPRAISAL OF RANE ENGINE VALVE

LIMITED, CHENNAI.

A PROJECT REPORT

Submitted by

G.BRINDHA

(Register Number: 31609631007)

UNDER THE GUIDENCE OF

Ms. BINDU BASHINI

FACULTY OF MANAGEMENT STUDIES

In partial fulfilment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

IN

DEPARTMENT OF MANAGEMENT STUDIES

VELS SRINIVASA COLLEGE OF ENGINEERING AND TECH.

THALAMBUR

ANNA UNIVERSITY

CHENNAI 600 025

JUNE ± 2010

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VELS SRINIVASA COLLEGE OF ENGINEERING

[Affiliated To Anna University]

THALAMBUR, CHENNAI ± 603 103

BONAFIDE CERTIFICATE

Certified that this summer project report titled ³A STUDY ON EMPLOYEE

SATISFACTION TOWARD PERFORMANCE APPRAISAL OF RAANE ENGINE

VALVE LIMITED, Chennai.´ is the bonafide work of Ms.G.Brindha Register

Number: 31609631007 who carried out the research under my supervision. Certified

further, that to the best of my knowledge the work reported herein does not form part of

any other project report or dissertation on the basis of which a degree or award was

conferred on an earlier occasion on this or any other candidate.

Ms. Bindu Bashini Mrs.V.SHANMUGAPRIYA, M.Phill

Internal Guide Head of the Department

Submitted to Project and Viva Examination held on__________________

Internal Examiner External Examiner

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DECLARATION

I hereby declare that the project work entitled ³³A Study on Employee Satisfactiontoward Performance Appraisal of Raane Engine Valve Limited, Chennai´ is the original

work done by me submitted to Anna University in Partial fulfilment of requirement for

award of Master of Business Administration in Human Resource record of original work

done by me under the supervision of Ms. Bindu Bashini, Asst. Professor, Internal guide,

Department of Management Studies Vels Srinivasa College of Engineering and

Technology.

Place: Signature of the student

Date: (G.BRINDHA)

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ABSTRACT

Performance appraisal is that which measures employee opinions of the

workplace and their personal situation. It helps to identify the unique strength and

specific opportunities for improvement, interested performance of the employees can

improve the company profitability.

The Job of a employee in the work place is to get things done through specific

period of time.

Human nature can be very simple, yet very complex too. An Understanding

and appreciation of this is to perquisite to effective employee performance appraisal in

their assigning work and therefore effective work.

The descriptive research design is adopted here. The sample size is 100.A

structure questionnaire is used as a tool for data collection. With the available data,

analysis are made with the help of statistical tools like percentage analysis, chi-square,

ANOVAs, co-relation, etc, Based on this suggestion recommendations and conclusions

are made.

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CONTENTS

CHAPTER

NO PARTICULARS PAGE NO

1 INTRODUCTION

1.1 Introduction

1.2 Objective of the study

1.3 Scope of the Study

1.4 Industry Profile

1.5 Company Profile

1.6 Limitation of the study

2 REVIEW OF LITERATURE

3 RESEARCH METHODOLOGY

4 ANALYSIS AND INTERPRETATION OF DATA

4.1 Percentage analysis

4.2 Test Name

4.3 Test Name

5 SUMMARY

5.1 Findings

5.2 Suggestions

5.3 Conclusions

APPENDIX

BIBLIOGRAPHY

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LIST OF TABLES

TABLE

NO. PARTICULARS

PAGE

NO.

1 Classification based on age

2 Classification based on department

3 Classification based on job category

4 Classification based on salary scale

5 Classification based on experience

6 Classification based on factors impressing the

employees to join

7 Classification based on promotion

8 Classification based on employees performance

9 Classification based on employee will be appraised

10 Classification based on satisfaction level of employees

with Performance appraisal system

11 Classification based on improvement of employees

Performance

12 Classification based on working condition

13 Classification based on job security

14 Classification based on employees contribution level

15 Classification based on supervisor treats

16 Classification based on opportunities to learn and grow

17 Classification based on authority

18 Classification based on rewards and recognition system

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LIST OF CHARTS

TABLE

NO. PARTICULARS

PAGE

NO.

1 Classification based on age

2 Classification based on department

3 Classification based on job category

4 Classification based on salary scale

5 Classification based on experience

6 Classification based on factors impressing the

employees to join

7 Classification based on promotion

8 Classification based on employees performance

9 Classification based on employee will be appraised

10 Classification based on satisfaction level of employees

with Performance appraisal system

11 Classification based on improvement of employees

Performance12 Classification based on working condition

13 Classification based on job security

14 Classification based on employees contribution level

15 Classification based on supervisor treats

16 Classification based on opportunities to learn and grow

17 Classification based on authority

18 Classification based on rewards and recognition system

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INTRODUCTION

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1.1 Introduction - Performance appraisal

A performance appraisal, employee appraisal, performance review, or careerdevelopment discussion is a method by which the job performance of an employee is

evaluated (generally in terms of quality, quantity, cost and time) typically by the

corresponding manager or supervisor. A performance appraisal is a part of guiding and

managing career development. It is the process of obtaining, analyzing, and recording

information about the relative worth of an employee to the organization.

Aims

y Give employees feedback on performance

y Identify employee training needs

y Document criteria used to allocate organizational rewards

y Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, bonuses, etc.

y Provide the opportunity for organizational diagnosis and development

y Facilitate communication between employee and administration

y Validate selection techniques and human resource policies to meet federal Equal

Employment Opportunity requirements.

y To improve performance through counselling, coaching and development

MethodsThe most popular methods used in the performance appraisal process include the

following:

y Management by objectives

y 360-degree appraisal

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y Behavioral observation scale

y Behaviorally anchored rating scales

Modern Appraisal

Performance appraisal may be defined as a structured formal interaction between a

subordinate and supervisor, that usually takes the form of a periodic interview (annual or

semi-annual), in which the work performance of the subordinate is examined and

discussed, with a view to identifying weaknesses and strengths as well as opportunities

for improvement and skills development.

Employee satisfaction

Employee satisfaction is supremely important in an organization because it is what

productivity depends on. If your employees are satisfied they would produce superior

quality performance in optimal time and lead to growing profits. Satisfied employees are

also more likely to be creative and innovative and come up with breakthroughs that allow

a company to grow and change positively with time and changing market conditions.

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1.2 Objectives of the study

Primary Objective:

A study on employee satisfaction toward performance appraisal of Rane Engine

valve limited, Chennai.

Secondary Objective:

y To evaluate the present performance appraisal system of revl

y To identify the suitability of their appraisal system to explore the employees

potential.

y To measure the relationship between the supervisor and the employees.

y To find the benefits provided to the employees by revl.

y To measure the rewards and recognition system provided to the employees by

revl.

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1.3 Scope of Study:

The study is intended to evaluate performance appraisal of employees in the

organization. Good performance appraisals of employees are made to achieve the

efficiency and also to increase their Performance level.

Employee delight has to be managed which helps in retaining and nurturing the

employees i.e. the faster the organization nurture their employee the more successful they

will be. It helps the researcher to realize the importance of performance appraisal of the

employee.

It helps to provide a support of the future research regarding strategic guidance

for the organization that are both providing and using reward/recognition programmes.

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Company Profile

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Profile

o Incepted in 1959 to manufacture valves and valve train components

for various engine application

o Latest manufacturing practices to keep abreast of technologicaladvancements

o Caters to every section of the auto industry through four

manufacturing plants

o Cutting edge technology

o Market leader in India

o Clientele spread across Europe, North America and the Far Eastern

markets including the best known brands such as Volkswagen,Deutz & Yamaha

Design

o Centralized R&D and product engineering function

o Design and functional aspects of development match customer

requirements

o Design team includes IC Engine Specialists, CAD and CAM application

experts, software analysts.

o CAD/CAE, Finite Element Analysis (FEA) Pro-E, Analysis etc used for

new product development.

o Up to date practices like QFD, Design reviews and world acclaimed

Japanese development methods implemented across facilities

o New product development process aligned to ISO / TS 16949:2002 norms

Manufacturing:

5 plants located in Chennai, Hyderabad & Trichy manufacture engine

valves, valve guides and tappets.

Plant 1 (Chennai) - Engine Valves

Plant 2 (Hyderabad) - Engine Valves

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Plant 3 (Chennai) - Guides & Tappet

Plant 4 (Hyderabad) - Engine Valves

Plant 5 (Trichy) - Engine Valves

Quality:

REVL has consistently maintained a zero warrantyfailure level for the last 6 years

y Several recognitions and awards from OEclientele

y Preferred supplier in the industry

y Deming Application Prize winner in the year 2005

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ngine Valves

Dimension

Stem Dia 5 - 15 mm

Head Dia 18 - 85 mm

Length 85 - 195 mm

Material

Martensitic & Austentic grades of valve steels and super alloys

Special Features

Hard faced seat

Bi-metal construction stellited

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Button-welded

Pattern-hardened tappet end

Spiral-polished under head Chrome / Nitrided finish

Valve Guide

Dimension

Outer Dia 9 - 110 mm

Bore Dia 5 - 40 mm

Length 25 - 400 mm

Material

Cast Iron, Sintered

Special Features

Nitrided / Phospated finish threaded bores

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y Endurance test for concept approval and validation

y Measurement of power, SFC in the engine wear and distortion

y Valve temperature measurement as per customer specifications

y Integrated and separate two wheeler test bed, petrol Engine test bed and diesel test

bad facilities

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REVIEW OF

LITERATURE

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REVIEW OF LITERATURE

In the article of ³What is Performance Appraisal´ by Adiele ndunuju

Posted on Feb 09, 2009)

Performance management, Performance review or performance appraisal as used by

different establishments are all talking about the same thing, it has to do with aligning the

human resources with the corporate goals of the firm, evaluate their performances and

recommend commensurate rewards. It involves skill planning, skill development, and

maintaining a good pay for performance culture in an organization.

Performance appraisal is a very important aspect of organization future growth and

positioning as such it should be carried out with all seriousness and sincerity. The Human

resources person should be able to advice all supervisors and managers before every

appraisal exercise to avoid getting a biased result, which will ultimately affect the general

productivity of the firm.

In the article of ³Purpose of Performance Appraisal-how and Why it is

an Important and Effective for Any Organization´ posted by Arshia

Imran on Sep 18, 2008)

Performance Appraisal is very important for every kind of organization. It is

a justification of an individual employee. if we take the literal meaning of

performance The act of performing or fulfillment of an obligation or a

promise; especially, completion of ones duty. Appraisal is an expert or

official valuation. Performance Appraisal is defined as structured formal

interaction between a subordinate and supervisor, where the work

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performance of the subordinate is to be taken into consideration, with a view

to identifying weaknesses and strengths as well as opportunities for

improvement and Skills development.

Performance Appraisals are important for staff motivation, attitude and

behavior development, communicating and aligning individual as well as

organizational aims and having positive relationships between management

and staff. As performance appraisal provide a formal, recorded, regular

review of an individual's performance.

In the article of´ Performance Appraisals´ Posted by Kath Finney on

Jan 29, 2008

Employees can benefit from constructive criticism throughout their employment, not just

during the job search process. Performance appraisals are an ideal way for a manager to

offer guidance as to where their employees could improve upon current performance, but

the potential for this type of situation to be conducted incorrectly means that careful

planning is of great importan

Appraisals should always be well documented and signed by both the manager and the

employee. Records do not need to be particularly long, but they do need to include a

summary of the performance review, including evidence of what has been achieved and

identification of areas that need to be improved. Be honest when you discuss negative

aspects of employee¶s behavior and direct criticism at the work as opposed to personality.

In the article of´ Testing the effectiveness of Performance Appraisals´

posted by Verena Veneeva on Jul 10, 2006

Performance appraisal is one of the popular concepts among the multinational and local

companies. The concept has been defined by DeVries et al., (1981) as the process which

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allows firms to measure and consequently evaluate an employee's achievements and

behavior over a certain period of time. The basic purpose of using performance appraisal

techniques within an organization is to align the employee's efforts with the overall

objective of the firm.

There are many advantages mentioned in the literature regarding the use of performance

appraisals within an organization. It has been suggested that it improves the

communication between the higher to lower level management; identify areas of

improvement; show employees training needs; help in Promotion, retention and

termination decisions; and means of managerial control. The valuable organizational

objectives are served with the help of performance appraisals and organizations should

use the technique by aligning the performance parameters with their overall mission and

vision.

In the article of´ Employee¶s Performance Appraisal´ posted by

Muazzam-Mehmood on : Feb 23, 2009

UNDERSTANDING PERFORMANCE APPRAISAL METHODS

once the employees has been selected, trained and motivated, they are then appraised for

their performance. Performance appraisal is the step where the management finds out

how effective it has been hiring and placing employees If any problem is identified, steps

are taken to communicate with the employees and to remedy them. So "a performance

appraisal is a process of evaluating an employee¶s performance of a job in terms of its

requirement .Several methods and techniques of appraisal are available for measurement

of the performance of the employee.

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Limitations of the Study:

y The time period required for this study is not sufficient.

y Employees reluctant to give proper response because of the fear on management.

y The sample size takes for the study is very low.

y 100% reliability & accuracy cannot be expected from the respondent due to

various reasons.

y Respondent information may be over excited or under estimated. So from this we

are not able to determine the accurate.

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RESEARCH

METHODOLOGY

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RESEARCH METHODOLOGY

Introduction

Marketing research is the function which links the consumer, customer and public

to the marketers through information used to identify and define marketing, opportunities

and problems, generates refine marketing action; monitor marketing performance; and

improve understanding of marketing as a process.

Marketing research specifies the information required to address these issues;

designs the method for collection information manages and implements the data

collection process; analysis the results and communication the findings and their

implication.

Research definition:

³Research is careful inquiry or examination to discover new information and

relationship and to expand and to verify exiting knowledge,´ Research always starts with

questions or a problem. Its purpose is to find answer to questions through the application

of the scientific method. It is a systematic and intensive study directed towards a morecomplete knowledge of the subject studies.

Research design

³Research design is the plan, structure and strategy of investigation

conceived so as to obtain answer to research question and to control variance.´

- BY KERLINGER

From definition it is evident that research design is more or less a blue print of

research. At the outset may be noted that there are several ways of Studying and tackling

a problem. There is no signal perfect design.

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The research design can be classified in to two broad categories:

(A) Exploratory

(B) Descriptive

The Exploratory research is focus on the discovery of ideas.

Exploratory research is carried out to define problems and developed hypothesis to test

later. An exploratory study is generally based on the secondary data that are reading

available. It does not have to change his focus of direction, depending on the availability

of new ideas and relationship among variables.

The Descriptive studies are undertaken in many circumstances. Descriptive

studies can be complex, determining a high degree of scientific skill on the part of the

researcher.

Sources of Data

The sources of data collection methods are as follows.

a) Primary data:-The primary data is that which details we collect first time from the

market and also used first time in the research. We also say that the information is

first time in the research decision. To collect the primary data questionnaire is

prepared structure non disguise questionnaire is prepared.

b) Secondary data:-Secondary data are those data which are already collected by someone for

some purpose and are available for the present study; secondary data are already

collected by the company¶s records and other library¶s books. When the

secondary data are sufficient, the researcher has to be satisfied with the primary

sources of data. Secondary data can be used as bases for comparison with primary

data have been collected by questionnaire.

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Sample size:-

For the purpose of proper survey, there is need of perfect research instruments

to find out sample size for more accurate result about performance appraisal. The sample

size is 100 respondents.

Population Size:-

The population size is more than 1000 Employees.

Sampling Method:-

Convenience sampling technique was used in the study

STATISTICAL TOOLS:

The data has been mainly analyzed by using the following methods and tests.

1. Percentage Analysis

2. Correlation

3. Chi- Square test

4. Kolmogrov test

>Percentage analysis:

Percentage Analysis refers to a special kind of ratio in making comparison

between two or more data and to describe relationships. It can also be used to

compare the relation terms the distribution of two or more sources of data.

Number of Respondents

Percentage of Respondents = X 100

Total respondents

>Correlation:

r= N XY- X Y

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>Chi-Square Analysis:

Chi-Square is a non-parametric test of statistical significance for bivariate

tabular analysis. It is one of the simplest and most widely used non-parametric

tests in statistical work.

The Chi-Square method is the application of testing the significant

difference between observed and expected values.

Procedure:

Step-1: Null Hypothesis (Ho): There is no relationship between two variables.

Step-2: Alternative Hypothesis (H1): There is relationship between two

variables.

Step-3: Level of significance = 0.05

Step-4: Calculate the expected frequency

Row total X Column total

E= ------------------------------------------Grand total

Step-5:

Chi-Square test (²) = E

E O )( ²

Where, O= Observed frequency

E= Expected frequency

Step-6:

Degrees of freedom= (r-1)(c-1)

Where, r= Number of rows, C= Number of columns.

Step-7: Find the table value of ² at given level of significance with (r-1)(c-1) degrees of

freedom

Step-8: Compare the calculated value with tabulated value of ²

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Step-9: If the calculated value of ² is less than the tabulated value accepts Ho,otherwise reject it.

> KOLMOGROV TEST

Interpretation

&Analysis

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Classification Based On Age

Table 1

S.no Age Frequency Percentage

1 Below 20 Years Nil Nil

2 30-40 years 20 20

3 40-50 Years 65 65

4 Above 50 Years 25 25

Total 100 100

Interpretation:

From the above table 65% of people of under 40-50 years, 25% of people

above 50 years, 20% of people comes under 30-40 years.

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0

10

20

30

40

50

60

70

Below 20 Years 30-40 Years 40-50 Years Above 50 Years

Chart 1

Age

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0

10

20

30

40

50

60

70

Purchase Production Finance Storing HR

Chart 2

Department

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Classification Based On Job Category

Table 3

S.no Job Category Frequency Percentage

1 Executive Nil Nil

2 Manager Nil Nil

3 Supervisor Nil Nil

4 Operator 86 86

5 Others 14 14

Total 100 100

Interpretation:

From the above table 86% of people working in operator job category, 14% of

people only working under other job categories.

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0

10

20

30

40

50

60

70

80

90

100

Excecutive Manager Supervisor Operator Others

Chart 3

Job Category

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Classification Based On Experience:

Table 4

S.no Experience Frequency Percentage

1 Below 5 Years 4 4

2 5-10 Years 20 20

3 11-15 Years 32 32

4 16-20 Years 32 32

5 21-25 Years 12 12

Total 100 100

Interpretation:

From the above table 32% of people having 11-15 years experience, 32% of

people having 16-20 years experience, 20% of people having 5-10 years experience, 12%

of people having 21-25 years experience & 4% of people having below 5 years

experience.

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0

5

10

15

20

25

30

35

Below 5 Years 5-10 Years 11-15 Years 16-20 Years 21-25 Years

Chart 4

Experience

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Classification Based on Pre appraisal Team to upgrade the employee¶s Performance

Table 5

S.no Pre Appraisal Team Frequency Percentage

1 Yes 13 13

2 No 87 87

Total 100 100

INTERPRETATION:

From the above table 87% of people said no to the up gradation of employee¶s performance by the performance appraisal team, & the other 13% of people said yes for

performance appraisal team¶s up gradation process.

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0

10

20

30

40

50

60

70

80

90

100

Yes No

Chart 5

Pre Appraisal Team Upgrade

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Classification Based on Performance will be appraised:

Table 6

S.no Performance

Appraised

Frequency Percentage

1 Incentive 25 25

2 Salary Hike 3 3

3 Promotion 56 56

4 Rewards 6 6

5 Others 10 10

Total 100 100

Interpretation:

From the above table 56% of people said that their performance can be appraised

by providing promotion, 25% of people said that their performance can be appraised by

providing incentives, 10% of people said that their appraised by other facilities, 6% of

people said that their performance can be appraised by proving rewards, & 3% of people

said that their performance can be appraised by hiking salary.

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0

10

20

30

40

50

60

Incentive Salary Hike Promotion Rewards Others

Chart 6

Performance Appraised

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Classification Based On Opportunities to Learn and Grow

Table 4.7

S.no Satisfaction Frequency Percentage

1 Strongly agree 61 61

2 Agree 2 2

3 Neutral 3 3

4 Disagree 5 5

5 Strongly disagree 29 29

Total 100 100

Interpretation:

61% of respondents based on Opportunities to learn and Grow who Strongly

Agree, 2% of respondents based on Opportunities to learn and grow who agree, 3% of

respondents based on Opportunities to learn and grow who Neutral, 5% of respondents

based on Opportunities to learn and grow who disagree, 29% of respondents based on

Opportunities to learn and grow who strongly disagree

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0

10

20

30

40

50

60

70

Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Chart 7

Oppurtunities to Learn &Grow

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Classification Based on Last Performance appraisal reflect your Performance accurately

Table 8

S.no Reflection Of

PerformanceAppraisal



2 Agree 12 12

3 Neutral 21 21

4 Disagree 14 14


Total 100 100

Interpretation:

From the above table 24% of respondents based on Reflection of performance

appraisal who strongly Agree, 12% of respondents based on Reflection of performance

appraisal who Agree, 21% of respondents based on Reflection of performance appraisal

who are Neutral, 14% of respondents based on Reflection of performance appraisal who

Disagree, 24% of respondents based on Reflection of performance appraisal who strongly

Disagree.

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Classification Based on Authority to make Decision:

Table 9

S.no Authority to make

decision



2 Agree 15 15

3 Neutral 10 10

4 Disagree 5 5


Total 100 100

Interpretation:

From the above table 42% of respondents based on Authority to make decisions

who strongly agree, 15% of respondents based on Authority to make decisions who

agree, 10% of respondents based on Authority to make decisions who are neutral, 5% of

respondents based on Authority to make decisions who disagree, 28% of respondents

based on Authority to make decisions who strongly disagree.

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0

5

10

15

20

25

30

35

40

45

Strongly

Agree


Disagree

Chart 9

Authority to Make decisins

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Classification Based on Feel towards contributing to REVL¶s Mission

Table 10

S.no Contributing TowardsREVL¶s Mission



2 Agree Nil Nil

3 Neutral Nil Nil

4 Disagree Nil Nil

5 Strongly disagree Nil Nil

Total 100 100

Interpretation:

From the above table 100% of respondents based on feeling towards contributing

to REVL¶s Mission who strongly agree, the employees who are working in REVL

strongly agree that they are working towards contributing REVL¶s mission.

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0

20

40

60

80

100

120

Strongly

agree


disagree

Chart 10

Contribution towards REVL'S

Mission

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Classification Based On Physical Working Condition

Table 11

S.no Physical Working

Condition



2 Agree 8 8

3 Neutral 10 10

4 Disagree 12 12


Total 100 100

Interpretation:

From the above table 32% of respondents based on who Physical Working

Condition who strongly agree, 8% of respondents based on who Physical Working

Condition who agree, 10% of respondents based on who Physical Working Condition

who are neutral, 12% of respondents based on who Physical Working Condition who

disagree, 38% of respondents based on who Physical Working Condition who strongly

disagree.

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0

5

10

15

20

25

30

35

40

Strongly

agree


disagree

Chart 11

Physical Working Condition

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Classified based on the belief of Job secure

Table 12

S.no Job Secure Frequency Percentage


2 Agree Nil Nil

3 Neutral Nil Nil

4 Disagree Nil Nil

5 Strongly disagree Nil Nil

Total 100 100

Interpretation:

From the above table 100% of respondents based on the belief of Job secure who

strongly agree, cent percent of the workers who are working in the organization believe

that their job security.

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CHART 12

0

20

40

60

80

100

120

Strongly agree Agree Neutral Disagree Strongly

disagree

Job Securacy

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CHI-SQUARE

Aim:

To measure probabilities of the satisfactory level with REVL¶s benefit package.

Hypothesis statement:

Null Hypothesis (H0):

There is no association b/w the satisfactory level with REVL¶s benefit package.

Alternative Hypothesis (H1):

There is association b/w the satisfactory level with REVL¶s benefit package.

Strongly

agree

Agree Neutral disagree Strongly

disagree

Ammount of

vacation

11 14 23 10 42

Sick leave

policy

48 29 16 4 3

Amount of

health care

paid for

41 15 10 10 24

Dental

benefits

44 21 3 10 22

CALCULATION:

Observed

frequency (O)

Expected

frequency (E)

(O-E)2/E

11 36 17.3611

14 19.75 1.6

23 13 7.6923

10 8.5 0.2647

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CORRELATION

Aim:

To measure probabilities of salary scale and factors to join

employee¶s in the compay

Salary No. of Respondents

Below 5000 2

5000-10000 5

10001-15000 20

15001-20000 44

Above 20000 29

Factors Impressing To

Join No. of Respondents

Good Will 4

Compensation System 20

Job Security 32

Working Environment 32

Others 12

CALCULATION:

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X Y XY X² Y²

2 4 8 4 16

5 20 100 25 400

20 32 640 400 1024

44 32 1408 1936 1024

29 12 348 841 144

CORRELATION INFERENCE:

Calculated value = 0.5

INFERENCE:

There is Positive correlation between the salary scale and factors to join

employee¶s in the compay

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KOLMOGROV

Aim:

To measure probabilities on how the supervisor treat employees.


There is no association between the employees satisfaction of supervisor treat the

employees.


There is association between the employees satisfaction of supervisor treat theemployees.

Supervisor Treats No. of Responses

Strongly agree 62

Agree 16

Neutral 2

Disagree 2

Strongly disagree 18

CALCULATION:

Observed

frequenc

y (O)

Observed

cumulativ

efrequency

Observed

relative

frequency(fo)

Expected

frequenc

y

(E)

Expected

cumulativ

efrequency

Expected

relative

frequency

D=|Fe

- Fo|

62 62 0.62 20 20 0.2 0.42

20 82 0.82 60 80 0.8 0.02

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18 100 1 20 100 1 0


Table value = 0.708

Degrees Of Freedom= 3

Accept H0

(Table value @ 5% significant level)

INFERENCE:

Since the calculated value is less than tabulated value, we accept null hypothesis & reject

alternative hypothesis.

Since there is no between the employees satisfaction of supervisor treat the employees.

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KOLMOGROV

Aim:

To measure probabilities on how the reward and recognition Provided by REVL.

Hypothesis statement:


There is no association between the employee satisfaction level and the rewards

and recognition Provided by REVL.


There is association between the employee satisfaction level and the reward and

recognition Provided by REVL.

.

Recognition& Reward No. of Responses

Strongly agree 26

Agree 23

Neutral 11

Disagree 18

Strongly disagree 22

CALCULATION:

Observed

frequenc

y (O)

Observed

cumulativ

e

frequency

Observed

relative

frequency(fo

)

Expected

frequenc

y

(E)

Expected

cumulativ

e

frequency

Expected

relative

frequenc

y

D=|Fe

- Fo|

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26 26 0.26 20 20 0.2 0.06

23 49 0.49 20 40 0.4 0.09

11 60 0.6 20 60 0.6 0

18 78 0.78 20 80 0. 0.02

22 100 1 20 100 1 0


Table value = 0.565

Degrees Of Freedom= 5

Accept H0

(Table value @ 5% significant level)

INFERENCE:

Since the calculated value is less than tabulated value, we accept null hypothesis & reject

alternative hypothesis.

There is no association between the employee satisfaction level and the rewards and

recognition Provided by REVL.

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Findings:

a) Among the 100 respondents 65 are above 40-50 years in age.

b) 62% out of 100 respondents work in production department.

c) 29% out of 100 respondents work in Storing Department.

d)

86% of respondents out of 100 were under operator category.

e) 44 out of 100 respondents get 15001-20000 salary

f) 32% of respondents have an experience of 11-15 years and 16-20 years.

g) Out of 100 respondents 47 have job security as factors to join.

h) 48 respondents out of 100 have four times recognized with promotion.

i) 87% out of 100 respondents upgrade the employee¶s performance

j) 56 respondents out of 100 respondents say promotion as performance appraisal

k) 28% of respondents are dissatisfied in the performance appraisal system.

l) 61 out of 100 respondents strongly agree on the opportunities to learn and grow

m) 24% out of 100 respondents strongly agree last performance appraisal your

performance accuracy

n) 42 out of 100 respondents strongly agree to have authority on making decisions

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o) It is clearly stated that cent percent of the respondents strongly agree towards

contributing to REVL Mission

p) 26 out of 100 respondents strongly agree that the Recognition and Rewards

Provided by REVL

q) 38% out of 100 respondents strongly disagree to the Physical Working Condition

r) It is clearly stated that cent percent of the respondents strongly agree towards the

belief of Job secure

s) 62 percentage out of 100 respondents strongly agree that the Supervisor treats you

with Respect

t) It is found that there is no significant difference b/w the satisfactory level with

REVL¶s benefit package

u) It is found that there is Positive correlation between the salary scale and factors to

join employee¶s in the compay

v) It is found that there is no significant difference between the supervisor treat

employees

w) It is found that there is no significant difference between the reward andrecognition Provided by REVL

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Suggestion:

The management has to concentrate more on creating awareness about the performance

appraisal system and its usage to employees

Carrier planning and carrier development for the employees has to be implemented to

fulfil their own interest

The management should ensure that the performance Appraisal system of the company is

unbiased to the employee¶s.

Periodic review and changes on Performance Appraisal system helps the employees to

believe the performance appraisal system of an organisation

Management should take steps to improve canteen facility.

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Conclusion:

The Project work helps us to understand the real level of employee¶s

performance and mainly their Performance Appraisal System and the management should

be very keen on implementing Performance Appraisal for the employees¶ inorder to get

peaceful organizational environment. I have Studied only the theory about´ Performance

Appraisal´. The Mini Project gave me one opportunity for doing the project work. By

this I got more information Performance Appraisal. I conclude that this company is fully

concentrate to implement the Performance Appraisal in proper way, definitely this

company will get good relationship with the employee¶s.

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11. Are you satisfied with your performance appraisal system followed in your

Organization?

a) Highly satisfied b) Satisfied c) Moderate

d) Dissatisfied e) Highly dissatisfied

12. How does your last performance appraisal reflect your performance accurately?

a) Strongly agree b) Agree c) Neutral

d) Disagree e) Strongly disagree

13. Do you feel your physical working conditions are good?



14. Do you believe your job is secure?



15. Do you feel you are contributing to REVLs mission?



16. Your supervisor treats you with respect



17. Do you have opportunities to learn and grow?


d) Disagree d) Strongly disagree

18. Do you have enough authority to make decision you need to make?



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19. Rate your satisfactory level with REVLs benefit package

Strongly strongly

Agree Agree Neutral Disagree Disagree

Amount of vacation 1 2 3 4 5

Sick leave policy 1 2 3 4 5

Amount of health care paid for 1 2 3 4 5

Dental benefits 1 2 3 4 5

20. Do you agree with the Recognition and Rewards provided by REVL?



21. Any suggestion

_____________________________________________________________________

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BIBLIOGRAPHY

Philip Kotler, ³Marketing Management´, 13edition Pearson Publications

Kothari C.R., ³Research Methodology´, Sultan Chand & Son Publications, 1930.

Gupta, S.P ³Introduction to Mathematical and statistics´, MC Graw Hill Book co.,

New York

www.google.com.

www.wikipedia.com

www.articlesbase.com.

www.EzineArticles.com

www.Facilitiesnet.com

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