Professional Documents
Culture Documents
Full Project
Full Project
AT KCP LIMITED.
BY
T.GANESHAN
Reg No: 311613631012
OF
CERTIFICATES
BONAFIDE CERTIFICATE
Certified that this project report titled A STUDY ON PERFORMANCE
APPRAISAL SYSTEM is a bonafide work of MR. T.GANESHAN 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.
Internal Guide
Mr. SIVA SHANKER
Department of Management Studies
Studies
DECLARATION
DECLARATION
Im T.Ganeshan Registration No:- 311613631012 declare that the project report,
A Study On Performance Appraisal System With Special Reference To KCP Limited, Chennai
Private Limited is being submitted in partial fulfilment for the award of Master of Business
Administration is the original work carried out by me. It has not formed the part of any other report
submitted for award of any degree or diploma, either in this or any other University.
T.Ganeshan
ACKNOWLEDGEMENT
ACKNOWLEDGEMENT
I am indebted to our corresponded and Secretary Mr. Harish L Metha for providing an excellent
environment and infrastructure at MNM Jain Engineering College, Chennai, for successfully for completing the
summer project.
I thank our Principle for providing all the required facilities for completing the project work.
I thank our Vice Principle for providing all the required facilities for completing the project work.
My sincere thanks to our beloved Head of the Department, Dr. Shanthi Nachiappan for permitting me
to do this project work.
I would like to thank Mr. Bagyaraj, Manager, Human Resources, for permitting me to carry out the
project work in the organization.
Next I would like to thank whose active interest in the project and insight helped me to define and
formulate my approach towards the project. I also thank the respondents and other employees for providing me
valuable data and guidance.
I thank my internal guide Mr. Siva Shanker MBA, for him contribution to this project and in providing
me valuable points in completing this project.
I express my thanks to the Management, KCP Limited, Chennai private limited for having given me
the opportunities to do my in project work in their esteemed concern.
I also thank the other faculty members for providing me their kind co-operation and valuable help in
completing the project work.
CONTENTS
TABLE OF CONTENTS
Chapter No
Particulars
List of Tables
Chapter-1
1.1 Introduction
1.2 Industry Profile
1.3 Company Profile
1.4 Need of the study
1.5 Objectives of the study
1.6 Scope of the study
1.7 Limitations of the study
Chapter-2
2 Review of literature
Chapter-3
3. Research Methodology
3.1 Meaning of Research
3.2 Research Design
3.3 Method of data collection
3.4 Sample Methodology
3.5 Statistical tools and analysis
Chapter-4
Chapter-5
Page. No
LIST OF TABLES
S.NO
CHAPTER
4.1.PERCENTAGE ANALYSIS
2
3
4.1.1.Gender of respondents
4.1.2.Qualification of respondents
4.1.3.Age of respondents
4.1.4.Experience of respondents
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
PAGE NO
LIST OF CHART
S.NO
CHAPTER
4.1.PERCENTAGE ANALYSIS
2
3
4.1.1.Gender of respondents
4.1.2.Qualification of respondents
4.1.3.Age of respondents
4.1.4.Experience of respondents
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
PAGE NO
ABSTRACT
This study titled, A STUDY ON THE PERFORMANCE APPRAISAL SYSTEM IN KCP
HEAVY ENGINEERING UNIT, THIRUVOTTIYUR, CHENNAI. This study gives a clear
picture about the Performance Appraisal System that is followed in the Organisation.
The Primary objective of the project is to ensure and provide an appropriate performance
appraisal system that best suits the company.
The study will give a detailed note about the HR&S department in the organisation. There is
specific statistical tool which i used to analyze the data that have been collected.
The study will enable the organisation and provide effective and beneficial measures for the
development of the organisation.
The study is helpful of gaining the practical knowledge about the organisation
CHAPTER-I
1.1 INTRODUCTION
Essay appraisal
In its simplest form, this technique asks the rater to write a paragraph or more covering an
individual's strengths, weaknesses, potential, and so on. In most selection situations, particularly
those involving professional, sales, or managerial positions, essay appraisals from former
employers, teachers, or associates carry significant weight.
Field review
The field review is one of several techniques for doing this. A member of the personnel or
central administrative staff meets with small groups of raters from each supervisory unit and goes over
each employee's rating with them to (a) identify areas of inter-rater disagreement, (b) help the group
arrive at a consensus, and (c) determine that each rater conceives the standards similarly.
Forced-choice rating
Like the field review, this technique was developed to reduce bias and establish objective
standards of comparison between individuals, but it does not involve the intervention of a third
party.
Management by objectives
To avoid, or to deal with, the feeling that they are being judged by unfairly high standards,
employees in some organizations are being asked to set - or help set - their own performance goals.
Within the past five or six years, MBO has become something of a fad and is so familiar to most
managers that I will not dwell on it here.
Ranking methods
For comparative purposes, particularly when it is necessary to compare people who work
for different supervisors, individual statements, ratings, or appraisal forms are not particularly
useful. Instead, it is necessary to recognize that comparisons involve an overall subjective
judgment to which a host of additional facts and impressions must somehow be added. There is no
single form or way to do this. The best approach appears to be a ranking technique involving
pooled judgment. The two most effective methods are alternation ranking and paired comparison
ranking.
1. Alternation ranking:
Ranking of employees from best to worst on a trait or traits is another method for evaluating
employees. Since it is usually easier to distinguish between the worst and the best employees than
to rank them, an alternation ranking method is most popular. Here subordinates to be rated are
listed and the names of those not well enough to rank are crossed. Then on a form as shown below,
the employee who is highest on the characteristic being measured and the one who is the lowest
are indicated. Then chose the next highest and the next lowest, alternating between highest and
lowest until all the employees to be rated have been ranked.
2. Paired-comparison ranking:
This technique is probably just as accurate as alternation ranking and might be more so.
But with large numbers of employees it becomes extremely time consuming and cumbersome.
Both ranking techniques, particularly when combined with multiple rankings (i.e., when two
or more people are asked to make independent rankings of the same work group and their lists
are averaged), are among the best available for generating valid order-of-merit rankings for
salary administration purposes.
Assessment centers
So far, we have been talking about assessing past performance. What about the assessment of
future performance or potential? In any placement decision and even more so in promotion
decisions, some prediction of future performance is necessary. How can this kind of prediction be
made most validly and most fairly?
360 Degree Feedback
Many firms have expanded the idea of upward feedback into what the call 360-degree feedback.
The feedback is generally used for training and development, rather than for pay increases. Most
360 Degree Feedback system contains several common features. Appropriate parties peers,
supervisors, subordinates and customers, for instance complete survey, questionnaires on an
individual. 360 degree feedback is also known as the multi-rater feedback, whereby ratings are not
given just by the next manager up in the organizational hierarchy, but also by peers and
subordinates. Appropriates customer ratings are also included, along with the element of selfappraisal. Once gathered in, the assessment from the various quarters are compared with one
another and the results communicated to the manager concerned.
Another technique that is useful for coaching purposes is, of course, MBO. Like the critical
incident method, it focuses on actual behavior and actual results, which can be discussed
objectively and constructively, with little or no need for a supervisor to "play God."
o In 1955- The Heavy Engineering Division of the KCP Limited, established in 1955, is a
sprawling, hi-tech complex that can roll out the entire range of heavy mechanical equipment for
the core sector industries. This complex is one of the largest, well integrated workshops of its kind
and has facilities for casting, fabricating and machining heavy equipment. KCP has a marked
presence in the supply of key mechanical machinery to the core sector industries.
o Jan 1964- In January 1964, there was a devastating fire in Heavy Engineering Corporation
(HEC), Ranchi, resulting in loss of property worth Rs. 40 lakh, which in those days was quite
colossal. The incident was followed by communal disturbances at Ranchi, Rourkela and
Jamshedpur. These happenings brought the drawbacks of the system of industrial security to
prominent relief.
o 1973- Incepted in the year 1973, Himmalaya Machinery Private Limited (Heavy engineering
company) is one of the reputed manufacturers, exporters and suppliers of industrial heavy
engineering plate forming machinery. Our offered range encompasses shipyard machinery, boiler
machines, back-hoe dozers, special machines, engineering process machinery, plate bending roll,
section bending machines, pipe forming machines, plate forming machines, plate bending
machines, plate straightening.
o 1980- The Wenco Group was established in 1980. As well as its heavy engineering activities
it also operates an Onshore/Offshore Services division, which provides expertise in fibreglass
piping systems to the mining and oil and gas industries. Our Heavy Engineering Division
incorporates the manufacture of Dished Heads as well as general and specialised plate pressing,
bending, rolling and structural section rolling operations, Paul Peca said. Basically, if it can be
engineered.
o 1985- L&T is acknowledged as one of the top five fabrication companies in the world. The
Heavy Engineering Division manufactures and supplies custom designed and engineered critical
equipment and systems to the needs of core-sector industries and the defence sector. It is the
preferred supplier of equipment for a select range of products, globally.
o Shipbuilding: L&T has a shipyard capable of constructing vessels of upto 150 metres long and
displacement of 20000 tonnes as its heavy engineering complex at Hazira. The shipyard is geared
up to take up construction of niche vessels such as specialised Heavy lift Cargo Vessels, CNG
carriers,
chemical
tankers,
defence¶
military vessels
and
other
role
specific
o 1988- James Howdens engineering works is one of the last remaining Victorian heavy
engineering works in Glasgow, and at the end of its life, this redbrick complex was the birthplace
of the tunnel boring machines which dug out the Channel Tunnel. The company, now called
Howden Group, is still in business but left their home of ninety years in Tradeston in 1988. The
buildings future has been in doubt ever since, and it currently lies empty.
o Mar 31,2001- This will be the first company in the heavy engineering sector (and a sick
company that too) to be successfully privatised by the Union Government. As on March 31,2001,
the companys net worth was a negative Rs 270crore. In January, the CCD had cleared a financial
restructuring package for Jessop & Company involving writing off/waiver of government loans
and infusion of fresh funds. However, this will be implemented only upon successful privatization
of the company.
o Apr 2003- The sector can be categorized into and light segments. Segment forms the majority of
the sector in India. In the year, out of the total production of US$ 22 Billion, the Heavy engineering
segment forms the majority of the engineering sector in India. In the year 2003-04, out of the total
engineering production of US$ 22 Billion, the heavy engineering market contributed over 80 per cent
with the light engineering segment accounting for the remaining. A key driver for increased
engineering exports is the trend towards shifting of global manufacturing bases to low cost countries
like India. This trend is expected to boost exports of engineering.
COMPANY PROFILE
BUSINESS
KCP is a diversified 100 million US$ business group with interests in Heavy Engineering, Sugar,
Cement, Hydel Power, Information Technology and Biotechnology.
Board of Directors
DR.V.L. Dutt Chairman and Managing Director
Dr. Dutt was educated in London, England and secured the Grad BIM Degree.
Dr. Dutt is the Chairman of The KCP Ltd, Fives-Cail KCP Ltd and KCP Vietnam Industries
Limited. Apart from KCP Group, Dr. Dutt is a Director on the Board of DCM Shriram Industries
Limited, Chairman of Chennai Willingdon Corporate Foundation and
Smt. V.L. Indira Dutt, B.A (Economics) from Madras University is the Joint Managing
Director of the Company. Smt. Dutt serves as Director of Fives Cail - KCP Limtied, Velagapudi
Foundation; KCP Vietnam Industries Limited; KCP Technologies Limited and V Ramakrishna
Sons Private Limited.
Smt. KavithaDuttChitturi
Executive Director
Sri. V. Gandhi is a part of the senior management of KCP Ltd with 31 years of experience.
He is a Metallurgist by profession. He served as General Manager in FCB KCP, looking after
planning and procurement. He is also a Director of Fives-Cail KCP Limited.
Sri.V.H.Ramakrishnan
Director
Sri.V.H.Ramakrishnan, a Chartered Accountant and a Cost Accountant is a retired General
Manager of the Bank of India, with 35 years of experience in India and abroad. He is on the panel for
nominee Directors in IDBI and other financial institutions. Presently, he is a Director of Andhra Bank
and a member of the Group of Advisers of Shriram Group of Companies.
Sri.O. Swaminatha
Reddy Director
Sri. O. Swaminatha Reddy, a Chartered Accountant by profession has vast banking
and industrial experience spanning over decades. He has held various high ranking posts
which include Chairman of Andhra Bank and Chairman and Managing Director of Andhra
Pradesh State Financial Corporation.
Sri.PinnamaneniKoteswaraRao
Director
Sri.A.Ramakrishna
Director
Dr. Anumolu Ramakrishna obtained his bachelors degree in Civil Engineering from the
Andhra University and M.Sc. in Structural Engineering from the College of Engineering, Guindy,
Chennai. He started his career in 1962 with Engineering Construction Corporation Limited (ECC),
then a wholly owned subsidiary of Larsen & Toubro Limited. ECC was subsequently amalgamated
with the parent company and is widely known as ECC Construction Division of Larsen & Toubro.
In 1966, Government of India sponsored him for practical training in Structural Engineering in the
erstwhile German Democratic Republic.
His specialized knowledge in structural engineering - precast and prestressed concrete and
industrialized methods of construction - has been recognized by Andhra University by conferring
upon him Honorary Degree of Doctorate of Science in 1997 and by Jawaharlal Nehru
Technological University through an Honorary Degree of Doctor of Philosophy in 2004.
After serving in various capacities Dr. Ramakrishna was inducted into the Board of
Directors of L&T in 1992 and was appointed as operational head of the ECC Construction
Division. He provided the leadership for the construction of scores of cement plants, steel plants,
power projects, refineries and petrochemical complexes besides outstanding buildings, roads,
bridges, harbours, airports, water supply projects and nuclear power plants. He was elevated to the
position of Deputy Managing Director in March 2000. Under his leadership, revenues of
L&T-ECC Division grew manifold - from Rs. 450 Cr. in 1992 to over Rs. 6,900 Cr. in 2004 when
he retired from the services of the Company.
Sri, Vijay Sankar
Director
Sri. Vijay Sankar holds a Masters in Business Administration from J.L. Kellogg
Graduate School of Management, Northwestern University and is also a qualified Chartered
Accountant. He is a Deputy Chairman of Sanmar Group. Vijay also serving as the Honorary
Consul for Spain in Chennai. He also serving as a Vice President of the Tamilnadu Tennis
Association.
MILESTONES
KCP is a diversified 1000 Crores (USD 192 Million) business group with interests in
Heavy Engineering, Sugar, Cement, Hydel Power, Information Technology and Biotechnology.
1999 KCP Technologies Limited setup to provide high quality IT Solutions & Engineering Technical
Services.
1995 FCB-KCP Limited, (now Fives Cail-KCP) setup as a joint venture with Fives Cail Group of
France for the design and manufacture of Sugar Plants.
1995 KCP Sugar Manufacturing Division demerger into a separate company, KCP Sugar & Industries
Limited.
1984 Arakonam Castings & Forgings Limited, started as a joint venture between The KCP Limited
and the Tamilnadu Industrial Development Corporation (TIDCO).
1984 Fuller KCP Limited, a joint venture with Fuller International Inc, USA was launched, for the
design and manufacture of large-sized cement plants and other mineral processing equipment. KCP
divested its stake to FL Smidth, Denmark in 1996.
1967 EIMCO-KCP Limited, started as a joint venture between The KCP Limited and EIMCO
Corporatation, USA. Currently a 100% subsidiary of KCP Sugar & Industries Limited.
1958 KCP Cement Division, setup at Macherla, Andhra Pradesh with a state-of-the-art cement
manufacturing plant. India's first dry process kiln was installed at Macherla by HUMBOLDT AG,
Germany in 1958 (while still a prototype in Europe).
1955 KCP Heavy Engineering Division Plant I, setup at Tiruvottiyur, Chennai consisting of an
integrated manufacturing facility, which caters to a wide range of heavy mechanical equipment and
sub-systems for core sector industries.
1941 An 800 TCD Sugar Plant was setup at Vuyyuru, Andhra Pradesh, India by Sri. V. Ramakrishna,
Founder Chairman of K
The basic need of the study on the performance appraisal system is to know the awareness
of the employees on the performance appraisal system that is followed in by the company.
The purpose of the study is to know the evaluation process of performance appraisal system
that is followed in by the company and to ensure whether this is appropriate for the company. The
ineffective and inappropriate performance appraisal system may lead to decrease in output of the
company.
SECONDARY OBJECTIVE
To identify the need and understanding of performance appraisal system in
KCP to study the worker opinion on performance appraisal system In KCP
To find the satisfaction level of employees in their performance appraisal system
In KCP
To study the evaluation of performance appraisal system followed
To find whether this system appropriates for the Organization.
The scope of the study is to provide better performance appraisal system that
appropriates for the Organization. Through this study the evaluation process of performance
appraisal system that is followed in by the company are analyzed.
This study helps to ensure and provide an appropriate performance appraisal system
that best suits the company and helps to increase the productivity.
The study covers only permanent workers & staffs. Executives, temporary workers and
contact labours may not have a full knowledge about the concept.
Interaction with the employees in the work spot is very less, because of their busy work
schedule.
Insisting the workers about the performance appraisal system as it helps to set and achieve
production targets.
The suggestion which is given by the employees is biased. Hence it was difficult to predict
The study was limited only to THE KCP LIMITED, THIRUVOTTIYUR, CHENNAI
and not to other industries.
CHAPTER-II
2.1REVIEW OF LITERATURE:
1.
Department of Management & Organization and James D.WerbelIowa State University Department of Management and Marketing and author G.BedeianLouisiana State University,
Baton Rouge - William W. & Catherine M.Rucks Department of Management This study
investigated the effectiveness of a self-appraisal-based performance evaluation system (SABPE)
that incorporates self-assessment into traditional supervisory evaluation procedures. Its subject
sample consisted of 88 faculty members and their chairpersons at a land-grant state university.
Results indicated that (1) there was high congruency between self- and chairperson ratings, (2)
both ratings had moderate to high level of criterion-related validity, and (3) both faculty members
and chairpersons reported high SABPE acceptance. The implications of these results for future
self-appraisal research are discussed.
2.
KanikaGoyalHindu
Girls
College,
JAGADHARI.AshokKhurana
Guru
Nanak
3.
5.
system is a very important part of any successful organization. Both employees and organizational
management and leaders benefit from a well-structured performance appraisal system. The
evaluation portion of an appraisal system is normally performed by management. During this
portion, management evaluates an employee's performance to determine if there are any areas that
need improvement.
RESEARCH METHODOLOGY
3.1 Meaning of Research
Research is refers to search for knowledge.Once can also research as a scientific and systematic
search for pertinent information on a specific topic. In fact, research is and art of scientific
investigation.
Research is composed of two syllables, a prefix Re and a verb Search
Re means again a new over again
Search means to examine closely and carefully to test and try to problem
Research is an organized and systematic way of finding answer to questions.
DEFINITION:
Research defines as systematized effort to gain new knowledge.
1. PRIMARY DATA:
Primary data are those data which is collected freshly or newly for a particular purpose.
Here the data are collected freshly from the employer and employee at Kcp limited.
2. SECONDARY DATA:
Any data, which have gathers earlier for some other purpose, are secondary data in the
hands of the research. The research has used secondary data from the following: books, company
profile and websites.
Number of respondents
Percentage=
--------------------------------------*100
Total number of respondents
CHI-SQUARE TEST:
Chi-square test (pronounced as chi-square) is one of the simplest and most widely
statistical tool. The symbol chi-square test is the greek letter it wasfirstusedkarl person in the year
1990 the quality chi square describes magnitude of the discrepancy between theory and
observations.
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION:
Data analysis and interpretation refers to the tasks of drawing inferences from the collected
facts after an analytical and experimental study. Interpretation is the device through which the
factor explains what have been observed by researcher in the course of the study. Interpretation is
essential for a simple reason that the usefulness and utility of research finding lie in proper
interpretation.
It is through interpretation the researcher can understand the abstract principle that works
beneath his findings. Interpretation leads to the establishment of explanatory concepts that can
serve as a guide for future research studies.
This chapter deals with the analysis and interpretation of the sample, data collected from
questionnaires, which were issued, to a sample of 100 employees. The company follows a
particular system regarding performance appraisal system in order to assess the present satisfaction
level among the workers and staff. The effectiveness of this system can be ascertained by analyzing
the responses given to the questionnaires.
The analysis is done based on the sample data, which has been reflected in various tables,
which helps to draw conclusions whether the measures followed by the organization to improve
the performance appraisal system, are effective.
Male
100
100.00
0.0
100
100.0
Female
Total
INFERENCE
From the above table, it is inferred that 100 %of the respondents are male and 0
% of the respondents are female
Gender of respondents
0%
100%
Male
Female
5.0
PG
15
15.0
ITI
44
44.0
DIPLOMA
36
36.0
Total
100
100.0
INFERENCE:
The above table shows that 44% of respondents are in the education
qualification of ITI, 5% of the respondents are in the education qualification of UG.
Qualification of respondents
Diploma
ITI
PG
UG
0
10
20
Percent
30
No of Respondents
40
50
AGE
No. of Respondents
Percent
20-30
25
25.0
31-35
31
31.0
36-40
36
36.0
Above 40 year
8.0
100
100.0
Total
INFERENCE:
From the table clearly showing 36% of employees are 36-40 year, 31% of employees
are in the range of 31-35 year, 25% of employees are in the range 20-30 year, 8% of
employees are in the range of above 4 year.
Age of respondents
120
100
80
60
40
20
0
20-30
31-35
36-40
No of Respondents
above 40
Percent
total
Experience
No. of Respondents
Percent
11
11.0
1-5 year
47
47.0
6-10 year
32
32.0
10
10.0
Total
100
100.0
INFERENCE:
From the above statistical analysis that 47% of respondents come under 1-5years. 10%
of respondents come under above more than 10 years.
EXPERIENCE OF RESPONDENTS
More
than
101 year
Less
than
year 11%
6-10 year 10%
32%
1-5 year
47%
Monthly income
Below 5000
15
15.0
5000-10000
22
22.0
10000-20000
44
44.0
Above 20000
19
19.0
Total
100
100.0
INFERENCE:
It is inferred from the above statistical analysis that 44% of respondents coming
10,000-20,000. 15% of respondents come above 20,000.
Below 5000
15%
5000-10000
22%
10000-20000
44%
Below 5000
5000-10000
10000-20000
Above 20000
Yes
85
85.0
No
15
15.0
Total
100
100.0
INFERENCE:
To tell about the opinion towards performance appraisal system creates good
IR, 85% of respondents says yes, 15% of respondents says no opinion towards performance
appraisal system creates good IR.
80
85
85
60
40
20
15
0
Yes
15
No
No. of Respondents
Percent
Opinion
Highly satisfied
19
19.0
Satisfied
58
58.0
Neutral
23
23.0
Dissatisfied
Highly dissatisfied
100
100.0
Total
INFERENCE:
From the table clearly showing that 58% employees are Satisfied with
EEM, 23% of employees are Neutral satisfied, 19% of employees are Highly satisfied.
Neutral
23%
Other
Satisfied
0%
58% Highly satisfied
19%
Highly
Dissatisfied
dissatisfied
0%
0%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Opinion
No. of Respondents
Percent
Highly satisfied
29
29.0
Satisfied
48
48.0
Neutral
22
22.0
Dissatisfied
Highly dissatisfied
1.0
100
100.0
Total
INFERENCE:
From the table clearly showing that 448% employees are Satisfied with CLM,
29% of employees are Highly satisfied, 22% of employees are Neutral satisfied.
Highly satisfied
Satisfied
Neutral
Dissatisfied
Satisfied
48%
Highly dissatisfied
Opinion
No. of Respondents
Percent
Excellent
37
37.0
Good
45
45.0
Fair
12
12.0
Poor
4.0
Very poor
2.0
100
100.0
Total
INFERENCE:
It is inferred from the above statistical analysis that 45% of respondents says good. 2% of
respondents says very poor of the relationship.
Good
Fair
No. of Respondents
Poor
Percent
Very poor
Opinion
Excellent
34
34.0
Good
49
49.0
Fair
12
12.0
Poor
3.0
Very poor
2.0
100
100.0
Total
INFERENCE:
It is inferred from the above statistical analysis that 49% of respondents says good.
2% of respondents says very poor on Co-operation with your subordinate.
20
40
No. of Respondents
60
Percent
80
100
Opinion
No. of Respondents
Percent
Evaluation of employees
43
43.0
Promotion of employees
34
34.0
20
20.0
3.0
100
100.0
Job satisfaction of
employees
Motivation
Total
INFERENCE:
It is inferred from the above statistical analysis that 43% of respondents shows their
opinion on Evaluation of employees. 3% of respondents shows their opinion on motivation.
3%
20%
Promotion of employees
43%
Job satisfaction of
employees
34%
Motivation
Opinion
Strongly agree
24
24.0
Agree
63
63.0
Neutral
9.0
Disagree
4.0
Strongly disagree
100
100.0
Total
INFERENCE:
Nearly 63% of respondents are Agree with the PAS, 4% of respondents disagree that
PAS helps to achieve production targets.
Agree
Neutral
No. of Respondent
Disagree
Percent
Strongly disagree
Opinion
Checklist
13
13.0
Point allocation
31
31.0
Essay appraisal
41
41.0
15
15.0
Total
100
100.0
INFERENCE:
It is inferred from the above statistical analysis that 41% of respondents says essay
appraisal method is best method. 13% of respondents says checklist method is best method.
13%
31%
41%
Checklist
Point allocation
Essay appraisal
Personal performance
42
42.0
Department performance
29
29.0
Company performance
24
24.0
Assigned goal
5.0
100
100.0
Total
INFERENCE:
From the above statistical analysis that 42% of respondents indicates that personal
performance. 13% of respondents says checklist method is best method.
24%
24%
Personal performance
42%42%
Department performance
Company performance
Assigned goal
29%
29%
Opinion
No. of Respondents
Percent
Merit
24
24.0
Grading
12
12.0
Others
8.0
56
56.0
Total
100
100.0
INFERENCE:
It is inferred from the above statistical analysis that 56% of respondents says job
oriented achievement method of PAS is implemented. 8% of respondents says others method
of PAS is implemented in the organization.
No. of Respondents
Percent
Yes
84
84.0
No
16
16.0
Total
100
100.0
INFERENCE:
Amount the 100 employees surveyed most of them say that they are increment in salary after
performance appraisal system i,e.84% of them say that they satisfied with the increment in
salary after PAS and remaining 16% of them say that they not satisfied with the increment in
salary after PAS
84%
Highly satisfied
17
17.0
Satisfied
57
57.0
Neutral
19
19.0
Dissatisfied
1.0
Highly dissatisfied
6.0
100
100.0
Total
INFERENCE:
It is inferred from the above statistical analysis that 57% of respondents are satisfied.
1% of respondents dissatisfied with the PAS in their company.
No. of Respondents
Percent
Column1
10-20%
7.0
20-30%
44
44.0
30-40%
22
22.0
40-50%
18
18.0
50% above
9.0
100
100.0
Total
INFERENCE:
From the above statistical analysis that 44% respondents says that 20-30% increases in after
PAS in the organization. 9% of respondents says that 50% above increases in after PAS in the
organization.
4.1.18 Respondents opinion towards after PAS increasing the
percentage in your organization
20
40
Percent
60
80
No. of Respondents
100
120
4.1.19 Respondents opinion towards gained any recognition after being appraised
under PAS
Opinion
Strongly agree
24
24.0
Agree
54
54.0
Neutral
16
16.0
Disagree
4.0
Strongly disagree
2.0
100
100.0
Total
INFERENCE:
It is inferred from the above statistical analysis that 54% of respondents Agree. 2% of
respondents strongly disagree that gained any recognition after being appraised under PAS.
4.1.19 Respondents opinion towards gained any recognition after being appraised under
2%
Strongly agree
Neutral
16% 24%
Agree
54%
Opinion
No. of Respondents
Percent
32
32.0
It is moderate confidential
52
52.0
16
16.0
Total
100
100.0
INFERENCE:
From the above statistical analysis that 52% of respondents agree that it is moderate
confidential. 16% of respondents agree that it is poor confidential.
4.1.20 Respondents op inion towards on confidentiality or openness of PAS
Age of respondents
AGE
No. of Respondents
Percent
20-30
25
25.0
31-35
31
31.0
36-40
36
36.0
Above 40 year
8.0
100
100.0
Total
Experience of respondents
Experience
No. of Respondents
Percent
11
11.0
1-5 year
47
47.0
6-10 year
32
32.0
10
10.0
Total
100
100.0
Combined value:
Age And
Experience
20-30
31-35
36-40
Above 40
Total
11
1-5 year
12
28
47
6-10 years
14
32
More than 10
years
10
Total
25
31
36
100
Calculation Value
Observed
frequency
Expected
frequency
(Oi-Ei)
(Oi-Ei)2
(Oi-Ei)2/Ei
8
2
1
0
5
12
28
2
8
14
5
5
4
3
2
1
02.75
03.41
03.96
00.88
11.75
14.57
16.92
03.76
8
09.92
11.52
02.56
02.5
03.1
03.6
00.8
5.25
-1.41
-2.96
-0.88
6.75
-2.57
11.08
-1.76
0
4.08
-6.52
2.44
1.5
0.1
-1.6
0.20
27.56
1.99
8.76
0.77
45.56
6.60
122.77
3.10
0
16.65
42.51
5.95
2.25
0.01
2.56
0.04
Total
10.02
0.58
2.21
0.875
3.88
0.45
7.26
0.82
0
1.68
3.69
2.32
0.90
0.003
0.71
0.50
35.898
(Oi-Ei) 2
X2=-------------------
Ei
= 27.56/2.75 = 10.02
Degree of Freedom
(R-1) (C-1)
(4-1) (4-1)
(3) (3)
=9
Calculated Value 35898 > FV = 21.488
Result
Since the Calculated value is greater that tabular value the alternative hypothesis is
accepted
Opinion
No. of Respondents
Percent
Excellent
37
37.0
Good
45
45.0
Fair
12
12.0
Poor
4.0
Very poor
2.0
100
100.0
Total
Tabular Value
Particular
Frequency
weight
Freq*Weig
Excellent
37
185
Good
45
90
Fair
12
36
Poor
Very poor
Total
100
15
321
Result
As the WAM comes nearly to it after that the relationship of the higher authority
for respondents
CHAPTER-V
5.1 FINDINGS
Majority of the respondents are employed from the designation of skilled-I in the organization.
Most of the respondents are from the department of Foundry and Quality services.
44% of respondents are Qualified in ITI field.
Most of the respondents are from the Age group of 36-40 years.
Majority of the respondents are Experienced between 1-5 years.
It is observed that the employees earned 10000-20000 from the monthly income.
85% of respondents agree that Performance appraisal system creates good industrial relations.
58% of respondents are satisfied with Essay Evaluation Method used for PAS.
48% of respondents are satisfied with the Check List Method used for PAS.
Most of the respondents say they are maintaining Good relationship with the higher authority.
49% of respondents say that they are good at co-operation with the subordinates.
Majority of the respondents say Evaluation of employees is PAS in their opinion. 63%
of respondents agree that PAS helps to achieve production targets.
41% of respondents say that Essay appraisal is the Best method of evaluating the performance.
56% of respondents agree that Job oriented achievement is the method of PAS implemented
in your organization.
84% of respondents agree that they receive increment in salary after performance appraisal.
57% of respondents are satisfied with the PAS in the company.
20-30% increase is there after PAS in the organization.
54% of respondents agree that recognition is gained after being appraised under PAS.
52% of respondents say that the confidentiality is moderate.
5.2 SUGGESTIONS
The Relationship between the workers and higher authority has been increased.
Due to the Evaluation of Performance appraisal system (PAS), job satisfaction has been
increased.
Workers are motivated by providing influencing factors such as awards, salaries,
intrinsic & extrinsic rewards, promotion.
Performance appraisal system (PAS) has been helpful to measure the performance of the
employees.
CONCLUSION
The relationship between the workers and the higher authority has been increased due
performance appraisal system. The workers are motivated by providing influencing factors such
as awards, salaries, intrinsic & extrinsic rewards, promotion. By evaluating the employees
performance, the productivity level has been increased due to the appraisal of the workers
performance.
ANNEXURE
QUESTIONNAIRE ON PERFORMANCE APPRAISAL SYSTEM
DEMOGRAPHIC FACTORS
Name:
Designation:
Department:
1) Gender:
a) Male
b) Female
2) Educational Qualification:
a) UG
b) PG
c) ITI
d) Diploma
a) 20-30
b) 31-35
c) 36-40
d) Above 40 years
3) Age
4) Year of Experience
a) Less that 1 year
b) 1-5
c) 6-10
5) Monthly Income
a) Below 5000
b) 5000-10000
c) 10000-20000
d) Above 20000
STUDY FACTORS
6) Whether the performance appraisal system creates good industrial relation?
a) Yes
b) No
7) Give your opinion about the check list method used for performance appraisal system?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) highly dissatisfied
8) Give your opinion about the essay evaluation method used for performance Appraisal System ?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) highly dissatisfied
9) How would you rate your relationship with your higher authority?
a) Excellent
b) Good
c) Fair
d) poor
e) very poor
b) Good
c) Fair
d) poor
e) very poor
11) Do you think performance appraisal system helps to change the behavior of employees?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) highly dissatisfied
b) Promotion of employees
d) Motivation
13) Do you think performance appraisal system helps people to set and achieve production targets?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) highly dissatisfied
b) Point allocation
c) Essay appraisal
15) Please indicate the periodicity of the following performance appraisal system?
(Monthly, Quarterly, half yearly, yearly)
Personal performance
Department performance
Company performance
Assigned goal
b) Grading
c) Others
17) Do you receive any increment in your salary after performance appraisal?
a) Yes
b) No
18) Do you satisfy with the performance appraisal system in your company?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) highly dissatisfied
19) How much percentage increasing in after performance appraisal system in your Organization?
a) 10-20%
b) 20-30%
d) 40-50%
e) 50% Above
c) 30-40%
20) Have you gained any recognition after being appraised under performance appraisal system?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) highly dissatisfied
21) Give your opinion on confidentiality are openness of performance appraisal system?
a) It is fairly confidential
c) It is poor confidential
b) It is moderate confidential