Professional Documents
Culture Documents
Mahatma Gandhi University, Kottayam, Kerala.: Mr. Ahammed Jimshad K
Mahatma Gandhi University, Kottayam, Kerala.: Mr. Ahammed Jimshad K
Mahatma Gandhi University, Kottayam, Kerala.: Mr. Ahammed Jimshad K
A Dissertation Report
Award
Of the degree in
Submitted by
P. S. NEEMISH
M E S COLLEGE, MARAMPALLY
(2012-2015)
DECLARATION
I further declare that this work is not partially or wholly submitted for any
purpose and that the date include in the report are collected from various sources,
and true to my knowledge.
P.S.NEEMISH
This project has been made possible by the co-operative and suggestion of many
people to whom I would like to express my great sense of gratitude and profound
thanks.
Marampally P.S.NEEMISH
CONTENT
CHAPTER TITLE PAGE
NO NO:
: INTRODUCTION
GENERAL INTRODUCTION 2
STATEMENT OF THE PROBLEM 4
OBJECTIVES 6
PROFILE HISTORY
INTRODUCTION TO THE HOTEL INDUSTRY 9
COMPANY PROFILE 16
REVIEW OF LITERATURE 28
RESEARCH
RESEARCH METHODOLOGY 45
SOURCES OF DATA 47
NO NO:
Performance Appraisal 61
improve Performance 62
NO NO:
1.8 Meeting in the beginning to explain & clarify activity task & goals
to be achieved 60
Potential Traits 63
1
GENERAL INTRODUCTION
2
People differ in their abilities and their aptitudes. There is always some
difference between the quality and quantity of the same work on the same job
being done by two different people. Therefore, performance management and
performance appraisal is necessary to understand each employee's abilities,
competencies and relative merit and worth to the organization.
The study on Performance Appraisal of employees was carried out at” FLORA
HOTELS COCHIN”. The main aim of the study was to explore the method
which is followed and effectiveness of the employees.
The primary data required for the study were collected through structured
questionnaire, personal interviews and informal talks. The second data was from
the company manuals and the website of the company. The data were analyzed
and the findings were arrived at the basis of which suggestions are made.
3
STATEMENT OF THE PROBLEM
Today’s working climate demands a great deal of commitment and effort from
employees, who in turn naturally expect a great deal more from their employers.
Performance appraisal is designed to maximize effectiveness by bringing
participation to a more individual level in that it provides a forum for consultation
about standards of work, potential, aspirations and concerns. It is an opportunity
for employees to have significantly greater influence upon the quality of their
working lives. In these times of emphasis on “quality”, there is a natural equation:
better quality goods and services from employees who enjoy better quality “goods
and services” from their employers.
4
SCOPE OF THE STUDY
5
OBJECTIVES
6
LIMITATIONS OF THE STUDY
The answers given by the respondents highly depend on the mood and
interest and thus the accuracy fluctuates sometimes.
7
CHAPTER 2
PROFILE HISTORY
8
INTRODUCTION TO THE HOTEL INDUSTRY
According to the British laws a hotel is a place where a “bonafide” traveler can
receive food and shelter provided he is in a position to for it and is in a fit
condition to receive.
Hotels have a very long history, but not as we know today, way back in the 6th
century BC, when the first inn in and around the city of London began to
develop. The first catered to travelers and provided them with a mere roof to stay
under. This condition of the inns prevailed for a long time, until the industrial
revolution in England, which brought about new ideas and progress in the
business at inn keeping.
The invention of the steam engine made traveling even more prominent. Which
had to more and more people traveling not only for business, but also for leisure
reasons. This lead to the actual development of the hotel industry as we know it
today.
The hotel today not only cater to the basic needs of the guest like food and
shelter provide much more than that, like personalized service etc.
Hotels today are a “Home away from home”.
CLASSIFICATION OF HOTEL
Hotel can be classified into different categories or classes, based on their
operational criteria. For example the type of accommodation they provide,
location of the property, type of services provided, facilities given and the
clientele they cater to can help categories hotels today.
Hotels today are basically classified into the following categories:
1) Market segment:
• Economy / limited service hotel
• Mid-market hotel
• All suite hotels
• Time-share hotels
• Condotel / Condiminium
9
• Executive hotels
• Luxury / Deluxe hotels
Property type:
• Traditional hotel
• Motels
• Bread and breakfast inns
• Commercial hotel
• Chain hotel
• Casino hotel
• Boutique hotels
• Resorts
• Spa’s
• Conference resorts
2) According to size:
• Small hotels [150 rooms]
• Medium hotels [up to 299 rooms]
• Large hotels [up to 600 rooms]
10
g) Type of patronage
h) Length of guest stays
i) Location etc…
MARKET SEGMENT
Economy hotel:
It provides efficient sanity private rooms with bath. The furnishing and decor are
acceptable to the majority of travelers. Food and beverage service may or may
not be available.
Mid-market hotels:
They offer comfortable accommodation with private on premises bath. Food and
beverage services and uniformed bell staff. They offer above average luxury.
All Suite hotels:
It offers separate sleeping and living areas along with a kitchenette and a stocked
bar, and offer class service.
First class hotels:
They are luxury hotels with exceptional decor better than average food and
beverage service, uniformed bell services. They often have 2 or 3 dining rooms,
swimming pool, spas etc.
Deluxe hotels:
They are better and offer more specialized services than first class hotels. They
also provide limousine services.
PROPERTY TYPE
Traditional hotels:
They have the basic concept of rooms with breakfast, bell desk services and the
other usual services.
Motels:
They are located on highways. The guest is given parking right outside their
rooms. They usually have a gas station / workshop attached to them.
Resorts:
11
They are usually situated in tourist locations like on rivers, mountains, jungles,
or the sea. They give more privilege to sports activities, leisure and re-creation
activities like sightseeing, adventure sports, etc.
Resident hotels:
Where guest stays for longer duration, stay like weeks, months even years.
Casino hotels:
They are hotels, usually in tourist spots and mainly cater to people who are on
holidays. Casino hotels like the name suggest offer gambling facilities along
with accommodations.
SIZE
Small hotel – up to 150 rooms
Medium hotels –150 to 299 rooms
Large hotels – 299 to 600 rooms
Extra large hotels – above 600 rooms
LEVEL OF SERVICES:
World class services:
They target top business executives and provide services that cater to the needs
of such people like laptops in the rooms, business centre and sectarian services.
Mid-range services:
They appeal to the larger segment of traveling public [tourist]. The services
provided by the hotel are moderate and sufficient to budgeted travelers.
12
OWNERSHIP AND AFFILIATION:
Independent hotels:
They have no application with other properties. They have their own
management and are single properties with one owner.
Chain hotels:
They impose certain minimum standards, levels of service, policies and
procedures to be followed by their entire establishment. Chain hotels usually
have corporate offices that monitor all their properties and one management runs
these properties. That is all the hotels under the chain are completely owned and
run by the chain itself.
Franchised hotels:
The franchisee grants the entities, the right to conduct business provided they
follow the established pattern of the franchisee, maintains their standards, levels
of service, practice their policies and procedures.
AWARDING OF CLASS:
Awarding of the class is done by the HRACC in India. These are a few things
listed down that are taken into consideration while awarding star category to any
hotels.
Number and types of rooms the hotel has a vital role in this. The factors which
effects this are as follows.
• Elegant and comfortable surroundings
• Rooms efficiency
• Cleanness and sanitation
• Staff size and specialization
• Range and level of services
• Number of Restaurants
• Bars and Beverage services
• Concierge services
• Accessibility to entertainment
• Availability of transportation
13
• Spa and swimming pool facility
• Reservation and referral services.
These hotels belong to the no-frills variety that offers basic bedding and
bathroom facilities. The furniture, décor, etc. May not be of high quality, but is
most comfortable. Arrangements for meals may or may not be included, but if
they are, this could be restricted to breakfast only. And remember in one star
hotels you will not have bellboys or hotel staff available for carrying your
luggage.
The extra star here is for a proper reception desk and some amount of staff
presence. Breakfast could be complimentary, but you will need to pay for other
meals. Because of the limited staff, there won’t be room service. Two star hotels
are suitable for people with limited budgets but who are traveling with their
families and need a reasonably safe place to stay.
14
The establishment may or may not have banqueting facility. They should
provide high levels of personalized services. The staff must be well-trained and
proper standards of hygiene and sanitation must be followed. Also, all properties
have to keep in mind that proper waste management is done.
FOUR STAR CATEGORIES
The premium variety of hotels starts from here. You can expect larger rooms,
better décor, more amenities, better services like availability of porters, 24-hour
room service, laundry, and multi-cuisine restaurants. Four star hotels are mostly
used by corporate travelers where the company pays for the stay.
FIVE STAR CATEGORIES:
Five star category, is only allotted to properties, which have all the qualities of a
three star property and a few additional. Like the entire property must be
centrally air- conditioned. The building on the property must be an attractive
one. All the rooms must be spaced. The property must have a proper banqueting
facility, business centre.
Proper and well-maintained pool and health club a spa is optional. The property
must have 24 hour coffee shop, round the clock room service, a bar, and a
minimum of 1 gourmet restaurant.
FIVE STAR DELUXE CATEGORIES:
Called deluxe/ luxury hotels, these cater to the movers and shakers of the world.
A private balcony, fully stocked mini bar, personal masseur, king-sized beds –
these are just some of the rare luxuries you can treat yourself to at a five star
deluxe hotel. The most well-known brands belonging to this category include the
Taj, Hilton, Leela Palace, Grand Hyatt, etc to name a few. Needless to add, the
tariffs are exorbitant. Nowadays there are some that claim to be seven-star
hotels. The Burj Al Arab Hotel in Dubai is one such super deluxe hotel. The 54-
Storeyed beach-side hotel boasts of ferrying its customers in Rolls Royce cars,
having royal suites with revolving canopy beds, private mosques, transporting
guests to the airport by helicopter and lots more.
15
COMPANY PROFILE
At Flora Airport Hotel Kochi, your business and leisure needs are our priority.
To ensure you have the best possible experience, at the heart of their hospitality
ethos is their attention to detail, service quality and guest convenience.
They offer an exclusive location providing all the luxurious trappings of a four
star hotel experience, where hospitality is defined by the Flora Group Hotels
promise of Pure Value, Pure Quality, Pure Service, Friendly and courteous staff
is committed to making stay as comfortable and rewarding as possible at Flora
Group Hotels. Are more than just visitors are our esteemed guest.
Flora Group Hotels are created to be your home away from home. Hotels have a
very family oriented environment with no entertainment venues or bars. Hotels
are the ideal choice for both, business travelers and holidaymakers, where they
can safely enjoy a superior range of facilities and services. What‘s more, the
convenient locations of our hotels near the shopping and tourist area ensure a
wonderful time for family members to enjoy the sights and sounds of the city.
16
Flora Group Hotel of unique hotels and hotel apartments that redefine
luxury delighting guests with unparalleled experiences at every location. We
work hand to ensure that guests enjoy superlative service in keeping with our
values.
VISION OF THE HOTEL
The sky is the limit for us. We recognize and act on hospitality opportunities and
continue to develop and manage world class hotels and hotel apartments that
define the category. The group aims to deliver value, excellence and a sense of
pride to its associates, guests, investors and owners.
MISSION OF THE HOTEL
Mission is to completely delight and satisfy our guests, always exceeding their
expectations in a family oriented environment. We are committed to making a
difference every day; continually getting better to keep us ahead and help us
raise the bar when it comes to service standards.
VALUES OF THE HOTEL
Integrity
Professionalism
Commitment
Developing outstanding people
Passion
Teamwork
Appreciation & respect for all
Safety & respect for the environment
17
PROFILE OF THE HOTELS
18
GREAT LOCATION
Their location is one of the key features. It is located 100 meters from Cochin
International Airport, close to the business district of Kochi, cultural capital of
Thrissur and in close proximity to the approach route to Munnar Hill Station.
ROOMS
Deluxe king - 20 Rooms.
Deluxe twin - 27 Rooms.
Executive club - 07 Rooms.
Business suite - 01 Rooms.
Flora suite - 04 Rooms.
Presidential suite- 01 Room.
19
FACILITES AND SERVICES
This hotel ensures that every facility that the guests desire are always
available for their ultimate comfort.
General:
24-Hour Front Desk, Air Conditioning, Breakfast Buffet, Designated Smoking
Area, Elevator. Express Check-In/checkout, Family Rooms, Luggage Storage,
Newspapers, Non-Smoking Rooms, Restaurant, Rooms/Facilities for Disabled
Guests, Safety Deposit Box, Snack Bar, Soundproofed Rooms, Coffee Shop, Spa
& Wellness Centre, Fitness Centre and Rooftop Swimming Pool.
Services:
Airport Shuttle, Babysitting/Child Services, Breakfast in the Room, Business
Centre, Secretarial Services, 24 hrs Concierge Service Dry Cleaning,
Fax/Photocopying, Ironing Service, Laundry, Valet Laundry, Meeting/Banquet
Facilities, Private Check-in/out, Room Service, Shoe Shine, Airport Shuttle
Service, Souvenirs/Gift Shop, 24hrs Security, Spa Treatments and Massages,
Doctor on call, Laptop Rental (on request).
Internet
High speed WI-Fi internet is available (charges are applicable). Business centre
internet is available.
Guest Parking
Private parking is possible on site (reservation is not needed) and is free of
charge.
Activities:
Golf Course (within 3 km)
20
FOOD AND BEVERAGE EXPERIENCE
Blue Bell Multi-Cuisine Restaurant
A delightful multi cuisine restaurant serving throughout the day offers both the
option of buffet as well as A la carte menu.
Peppermint Café
At peppermint cafe they offer fast food including Arabic, Chinese, Italian, and
Indian specialties with a wide range of ice cream flavors, pastries, Juices, Mock
tails and hot beverages which includes tea and varieties of coffees.
21
HEALTH AND LEISURE
Serenity Spa:
The Serenity Spa and Wellness Centre Dubai, hosts Flora Airport Hotels Spa,
fitness and recreational facilities. Indulge and pamper yourself in our outdoor
swimming pool, sauna and steam room facilities. To relax or for something a
little more energetic, choose from the Serenity Spa’s:
Spa treatments, therapies and massage
State of art gymnasium
Outdoor swimming pool with baby pool
Whirlpool facilities, sauna and steam rooms.
Male and female changing facilities and locker rooms.
Health Club
The Flora Kochi Airport hotel boasts advanced cardio equipments and a wide
variety of free weights with an array of the latest in strength training equipment.
22
ORGANIZATION STRUCTURE
CMD
RD
SERVICE
OM
Front Office
Duty Mgr.
FO EX.
FO Asst.
Drivers
The front office department is headed by the front office duty manager (FOM)
whose main duty is to enhance guest services by constantly developing services
to meet guest’s needs. This font-of-the house terms includes those portions of the
hotel with which the guests come in direct contact with during the period of their
stay in the hotel, such as building exterior, lobby, front desk, guest rooms,
function rooms etc.
23
House Keeping
Ex.Hk.
HK Sup.
HK Asst.
Captains CDP
Commi. Asst.
The food and beverage (F&B) department provides food and beverage services
to the hotel guests and visitors through a variety of outlets and facilities/services.
Examples include coffee shop, restaurants, banquet service and room service
(also called in-room dining).
24
Sales and Marketing
Sales Mgr.
Sales EX.
Sales Cord.
The main functions of the sales and marketing department involve generating
new business for the hotel, coordinating advertising, as well as sales promotions
and public relations activities aiming at enhancing the hotel’s image.
Human Resources
HRM
Security
HR Ex.
HR Asst.
25
Engineering
Chief Engineer
Supervisor
Technicians
Accounting
FM
Security
Sr. Acct Ex
Store Asst.
Ex. Acct
26
Information Technology
Security
27
REVIEW OF LITERAUTURE
Recruitment
The process of recruitment begins after manpower requirement is determined in
terms of quality through job analysis and quantity through forecasting and
planning.
28
Selection
The selection is the process of ascertaining whether or not candidates possess the
requisite qualification, training and experience required.
Induction
Induction is the technique by which a new employee is to rehabilitate into the
changes surrounding and introduced to the practices, policies and purposes of the
organization.
DEFINITION
According to Dale Yoder, "Performance appraisal includes all formal
procedure used to evaluate personalities and contributions and potential of
group members in a working organization. It is a continuous process to
secure information's necessary for making corrections and objective
decisions of employees".
According to Flippo, "Performance appraisal is the systematic, period and
an importance rating of an employee's excellence in matters pertaining to
his present job and his potential for a better job".
29
CHARACTERISTICS
✓ Performance appraisal is a process.
PROCESS
The process of performance appraisal:
✓ Establishing performance standards
✓ Measuring performance
30
ADMINISTRATIVE OBJECTIVES
31
SELF IMPROVEMENT
The performance appraisals bring out the deficiencies and the shortcoming of the
employees. A discussion between the boss and the subordinates conducted in a
spirit of co-operation and mutual understanding gives the chances to employee to
have an insight on his performance in the general set up of the organization.
Performance appraisal helps human resource development in another way also.
A promotion minded individual can ask for the target program for a position he
seeks and use the information given by performance appraisal to prepare him for
the job and enhance his candidacy.
Performance appraisal also helps to spot out a person's ability to see an
organizational problem, devise ways of attacking it, translate his ideas into
action, and incorporate new information as it arises and carry his plan through
the result. It should be noted that the best predictor of future success as a
manager is past success in managerial duties. The appraisal program asks the
rater to look at the record of managerial success, not the manager's personality.
32
Systematic appraisal will prevent grievances and develop confident amongst the
employees if they are convinced of the impartial basis of evaluation. The records
of merit rating are available in permanent form to protect the management
against subsequent charges discrimination which might be leveled by the trade
union leaders.
Performance appraisal has a beneficial effect on both the persons doing the
appraisal and being appraised. The appraisal brings prominently to the attention
of superiors or executives the importance of knowing their subordinates as a
human resource. The necessity of performance appraisal leads the appraiser to a
thoughtful analysis of people rated and tends to make him more alive with
opportunities and responsibilities in developing the subordinates.
33
METHODS OF PERFORMANCE APPRAISAL
There are various methods of merit rating, which may be classified into:
34
TRADITIONAL METHOD
Traditional methods are very old technique of performance appraisal. They are
based on trait- oriented appraisal. Evaluation of employee is made on this basis
of standards of personal traits or qualities such as attitudes, judgment, versatility,
initiative, dependability, leadership, loyalty, punctuality, knowledge of the job,
etc.
There are seven traditional methods of appraisal
Performance Appraisal
35
Unstructured appraisal
Under this, the appraiser is required to write down his impression about the
person being appraised in an unstructured way. However, in some organization,
comments are required to be grouped under specific heading such as quality of
job performance.
Reasons for specific job behaviors, personality traits, and development needs.
This system highly subjective and has got its merit in its simplicity and is still in
use especially in the small firm.
Ranking methods
Ranking is a simple process of placing employees in a rank according to their
job performance. It permits comparison of all employees in any single rating
group, regardless of the type of work. All workers are judged on the same factors
and they are rated on the overall basis with reference to their jot, performance
instead of individual assessment of traits.
Paired comparison is an improvement over simple ranking. Under this, every
employee in a job family is compared with every other employee to determine
which the better worker is.
36
Graphic Rating Scale
Under this method, scales are established for a number of specific factors and
qualities. Five degrees are established for each factor and general definition
appears at points along the scale. Generally, the rater is supplied with a printed
form, one for each person to be rated. The selection of factors to be measured on
the graphical rating scales is an important point under this system. These are two
types:
Checklist
It also consists of two techniques:
a. Weighted checklist
b. Forced choice
37
Forced choice
This method is used particularly with the objective of avoiding scope for
personal prejudices. Under this method, they are forced to choose between
descriptive statements of seemingly equal worth describing the person in
question. Statements are chosen both the side favorable as well as unfavorable.
For example: the following two pairs of statements may be given to the rater and
the may be asked to select one statement from each pair that is represented by
superiors.
❖ Gives clear instruction to his subordinates.
❖ The procedure involved is very lengthy and hence more time consuming
38
Under the critical incident methods, the supervisor is supposed to retain from
passing overall judgment and concentrate upon discussing facts as he sees them.
Theoretically, this should provide a sound and an objective basis for appraisal of
the performance of an employee. Strictly speaking, the critical incident methods
are not a rating method as it requires the supervisor to pay close attention to what
an employee is doing.
This method suffers from the defect that outstanding incident happens so
frequently that an individual appraisal may not vary markedly between any two
time periods. It has been observed that most of the time the employees have
neither positive nor negative incident. If the critical event does not happen, it
will be difficult to rate an employee.
39
MODERN APPRAISAL METHODS
There are two important methods of performance appraisal, which are used by
the modern concern. The first is Management by Objectives (MBO) which
represent result oriented appraisal. The second one is Behaviorally- Anchored
Rating Scale (BARS) which is based on rating the behavior of the subordinates
Management by Objective
It was Peter Ducker, who proposed goal setting approach to performance
appraisal, which he called 'Management by Objectives and self control'. This
approach was further strengthened by Douglas McGregor was concerned with
the fact that most traditional appraisal system involved ratings of traits and
personal qualities that he felt were highly unreliable. Besides, the use of such
trait ratings produced two main difficulties.
1. The management was uncomfortable about using them and resisted making an
appraisal.
2. It had a damaging effect on the motivation and development of the
subordinates.
40
5. The superior and the subordinate's efforts to meet the target mutually
established.
The goal setting approach is based on clear and time bound objectives from the
corporate level to the operate level. This approach can be applied with great
success if the performance appraisal program consists of the following elements:
1. Good job description is available to help setting of goals from different
positions.
2. Superiors have trust in the subordinates to establish reasonable goals.
3. There is emphasis on solving problems rather than criticism of the
performance of the subordinates.
The goal setting approach has done away with the judgmental role of the
superior in the appraisal of their subordinates. It has led to greater satisfaction,
greater agreement, greater comfort and less tension and hostility between the
workers and the management. This approach is considerably superior to the
traditional approach of performance appraisal, It emphasis training and
development of individuals. It is also a problem solving approach rather than tell
and sell approach. This approach has also got a built -in device of self -appraisal
by the subordinates because they know their goals and the standards by which
their performance will be measured.
41
Behavioral Anchored Rating Scales
Behavioral anchor rating scale (BARS) is designed to identify the critical area of
performance of a job, and to describe the more effective and less effective job
behavior for getting results. Performance is evaluated by asking the rater to
record specific, observable job behaviors of an employee and then to compare
these observations with a "behaviorally anchored scale"
Behaviorally anchored rating scale approach combines elements of the
traditional rating scale and critical incident method. Using BARS, job behaviors
from critical incident- effective and ineffective behaviors- are described more
objectively. This method employs individual who are familiar with a particular
job to identify its major components. They are asked to rank and validate
specific behaviors for each of the components.
The various steps involved in developing BARS are as follows:
42
360 DEGREE APPRAISALS AND FEEDBACK
The 360 degree appraisal involves rating of an employee or manager by
everyone above, alongside and below him. Although deployed mostly as a fact-
fining technique, 360 degree appraisal is also used to design promotion and
reward in the organization. Structured questionnaire is used to collect responses
about the employee from his superior’s peers and subordinates.
43
CHAPTER 3
RESEARCH
44
RESEARCH METHODOLOGY
RESEARCH DESIGN
Research Design refers to "framework or plan for a study that guides the
collection and analysis of data". Though each research study has its own specific
purpose, but the research design of this project on FLORA HOTEL is
Conclusive in nature.
SAMPLE DESIGN
45
A sample design is defined as a plan determined before any data are actually
collected for obtaining a sample from a given population. Sample can be either
probability sample or non-probability sample.
1. Sampling unit.
2. Sample size.
3. Sampling technique.
SAMPLING UNIT
SAMPLE SIZE
The sample size taken for this survey was 50 employees of Flora Hotel. Employees
from every department was selected according to their availability.
When field studies are under undertaken in practical life, consideration of time,
cost and some other factors almost invariably lead to selection of respondents. The
selected respondents constitute a sample and the selection process is called
sampling technique.
46
SOURCE OF DATA
This research study is exclusively based on primary data collected.
PRIMARY DATA
The objective of the study has been accomplished with the help of primary
data collected from 50 employees. The selected samples are met in persons and
the data has been collected with the help of a questionnaire.
The questionnaire used in this survey consists of structured type of questions. It
is mixed type of questionnaire which contains both close ended and other type of
questions. Primary data refer to the data collected from primary sources. The
primary data were obtained by distributing questionnaires among the employees.
The questionnaires contributed main source of primary data. Also Interview with
HR Manager also contributed in the finding of the research.
SECONDARY DATA
Secondary data were collected from official records of the organization, websites
and from other publications. Data which are not originally collected but rather
obtained from a published or unpublished source, are known as secondary data
The Main Sources are:
1. Journals and records.
2. Magazines.
3. Web sites.
47
STATISTICAL TOOLS
The secondary tools used for analyzing the collected data are:-
1. Percentage
Percentage analysis: percentage refers to the s in making Pedal kind of ratio
which is used comparison between two or more series of data. Percentage can
also be used to compare relative terms and the distribution of two or more series
of data the ease and simplicity of calculating, the general understanding of its
purpose and the universal acceptability of the present static have made it the
most widely and standardizing tool in researchers. Since the percentages reduce
meaningful comparison to be made with data.
Percentage analysis formula
Percentage = (Number of Respondents/ Total population of the sample) x 100
QUESTIONNAIRE
Structured questionnaire in which the questions were based on the objective set
for the research was used for collecting the information and to some extend
observation also helped the researcher to give some additional information.
VARIABLES: Sex, age, educational qualification, experience.
INTERVIEW
This method was also adopted for data collection. The interview was mainly
done with Managers so that they will give more details about the kind of
appraisal methods they were following in the past and the present. The details
are as follows.
48
TECHNIQUES USED FOR ANALYSIS
The most convincing and appealing ways in which data may be presented are
tables, charts and pictures. Pictorial representation helps in quick understanding
of the data. Charts have greater memorizing effect as the impressions created by
them last much longer than those created by the figure. A chart can take the
shape of either a diagram or a graph.
To analyze the collected data, simple tool of percentage methods issued. The
study diagram representations are adopted. The data are presented through
different types of diagram are as follows.
1. Table
2. Charts
3. Bar diagram
49
FLORA HOTEL APPRAISAL SYSTEM
A detailed discussion with HR head Mr. Sujith Raj S of Flora Hotel, gave us the
insight in the performance appraisal system followed in the company. The
appraisal model which is followed on an annual basis starting from the month of
April to March. Head of Department's Performance Appraisal was done using
Management by Objectives method and workers Performance Appraisal was
done using 900 method by their own department heads. The same method was
being used by the company from the beginning to the present time.
Process for workers
Appraisal sheet will be given 45 days before the appraisal month to the HOD
who will fill all general information about the workers and start appraisal on
individual basis. During that process worker’s past one year work history will be
filled along with recommendation to HR Department.
General Manager, Head of the Human resource, Head of Department will decide
final promotion of the staff if necessary. Then Head of the Human resource,
Head of Department will find out any problems analyzed in that period, if found
training or counselling will be given to solve that problem.
Process for Head of Department
In the beginning of each financial year HOD will prepare KIP (Key Index
Points)/MBO, only three points will be there, but that will cover the whole
working area of the company. What they can fulfill and achieve during the
year, after the period what they have attained and what was their goal in the
beginning is compared problems are found out if any found training or
counselling will be given to solve that problem.
From the HR we come to know that these methods were highly effective in the
whole hotel industry and in Flora hotels as well, that is why they did not change
it up to the present.
50
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
51
GENDERWISE CLASSIFICATION OF RESPONDENTS
Male 40 80%
Female 10 20%
Total 50 100%
Table 1.1
Graph 1.1
90%
80%
80%
70%
60%
50%
40%
30%
20%
20%
10%
0%
Male Female
Response Rate
Interpretation
From the above table it can be inferred that 80 % of respondents were male and
20% were females.
52
AGE WISE CLASSIFICATION OF RESPONDENTS
20-30 25 50%
31-40 15 30%
41-50 7 14%
51-60 3 6%
Total 50 100%
Table 1.2
Graph 1.2
60%
50%
50%
40%
30%
30%
20%
10% 14%
6%
0%
20-30 31-40 41-50 51-60
Response Rate
Interpretation
From the above table it can be inferred that 50% of respondents was in 20-30
years age, 30% was in 31-40 years age, 14% of the respondents was in 41-50
years age, 6% of the respondents was in 51-60 years age.
53
EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS
Total 50 100%
Table 1.3
Graph 1.3
45%
40%
40%
35%
30% 34%
25%
20%
20%
15%
10%
5%
6%
0%
Less than 3 years 4-8 years 9-15 years More than 15 years
Response Rate
Interpretation
From the above table it can be inferred that 40% of the respondents experience
are less than 3 years, 34% of the respondents experience is 4-8 years, 20 % of the
respondents experience is 9-15 years, 6% of the respondents experience are more
than15 years.
54
DEPARTMENT WISE CLASSIFICATION OF RESPONDENTS
HR Department 1 2%
IT Department 1 2%
Accounting Department 3 6%
Total 50 100%
Table 1.4
55
Graph 1.4
30%
25%
24%
20%
20%
15%
16% 16%
10%
10%
5%
6%
2% 2% 4%
0%
HR IT Engineering Accounting Front Office House Food & Sales Security
Department Department Department Department Department Keeping Beverage Department Department
Department Department
Response Rate
Interpretation
From the above table it can be inferred that 2% of the respondents were from HR
Department, 2% from IT Department, 10% from Engineering Department, 6%
from Accounting Department, 16% from the Front Office Department, 20% from
the House Keeping Department, 24% from Food & Beverage Department, 4%
from Sales Department and 16% of us.
56
QUALIFICATION WISE CLASSIFICATION OF
RESPONDENTS
UG degree 21 42%
Other 14 28%
Diploma 11 22%
Post Graduate 4 8%
Total 50 100%
Table 1.5
Graph 1.5
45%
40% 42%
35%
30%
25% 28%
20% 22%
15%
10%
5% 8%
0%
UG degree PG degree Other ITI Post Graduate
Response Rate
Interpretation
From the above table it can be inferred that 425 of the respondents have a UG
degree, 8% have PG degree, 22% have ITI, 28% have other qualifications.
57
1. Who evaluates your performance?
Opinion No. of Responses Percentage
HOD 47 94%
GM 03 06%
External Consultant 0 0%
Others 0 0%
Total 50 100%
Table 1.6
Graph 1.6
100%
90% 94%
80%
70%
60%
50%
40%
30%
20%
10%
6% 0% 0%
0%
HOD GM External Consultant Others
Response Rate
Interpretation
From the above table it can be inferred that 94 % of the employee performance is
evaluated by the Head of the Department. The Head of the Department that is 3
persons 6% is evaluated by GM.
58
2. Does Performance Appraisal is improving Employee Motivation and Job
Satisfaction?
Opinion No. of Responses Percentage
Yes 40 80%
No 10 20%
Total 50 100%
Table 1.7
Graph 1.7
90%
80%
80%
70%
60%
50%
40%
30%
20%
20%
10%
0%
Yes No
Response Rate
Interpretation
From the above table it can be inferred that 80% of the employees believe that
performance appraisal is improving their motivation and job satisfaction, but 20
% of the employees think performance appraisal is not improving their
motivation and job satisfaction.
59
3. Do you have meeting in the beginning to explain & clarify activity task &
goals to be achieved?
Yes 50 100%
No 0 0%
Total 50 100%
Table 1.8
Graph 1.8
120%
100%
100%
80%
60%
40%
20%
0%
0%
Yes No
Response Rate
Interpretation
From the above table it can be inferred that 100 % of the employees have a
meeting in the beginning to explain and clarify activity task and goals to be
achieved in that year.
60
4. Should organization have a fixed duration for Performance Appraisal?
Opinion No. of Responses Percentage
Yes 50 100%
No 0 0%
Total 50 100%
Table 1.9
Graph 1.9
120%
100%
100%
80%
60%
40%
20%
0%
0%
Yes No
Response Rate
Interpretation
From the above table it can be inferred that 100% of the employees agreeing the
stating organization should have a fixed duration for performance appraisal.
61
5. Whether the Performance Appraisal System is able to improve Performance?
Yes 35 70%
No 15 30%
Total 50 100%
Table 1.10
Graph 1.10
80%
70%
70%
60%
50%
40%
30%
30%
20%
10%
0%
Yes No
Response Rate
Interpretation
From the above table it can be inferred that 70% of the employees Performance
Appraisal System are able to improve Performance and 30% of the Performance
Appraisal System is not able to improve Performance.
62
6. Do you think Performance Appraisal System will contribute in
identifying Potential Traits?
Opinion No. of Responses Percentage
Yes 30 60%
No 15 30%
Total 50 100%
Table 1.11
Graph 1.11
70%
60%
60%
50%
40%
30%
30%
20%
10%
10%
0%
Yes No Can't say
Response Rate
Interpretation
From the above table it can be inferred that 60% of the employees think that
Performance Appraisal System will contribute in identifying Potential Traits of
themselves, 15% do not agree that and 10 % cannot say.
63
7. Promotion process in the organization is based on-
Performance 03 06%
Experience 07 14%
Total 50 100%
Table 1.12
Graph 1.12
80%
70% 76%
60%
50%
40%
30%
20%
10% 14%
6% 4%
0%
Performance Experience Educational Qualification All of the above
Response Rate
Interpretation
From the above table it can be inferred that 6% of employee think that promotion
is based on performance, 14 % employee thinks it is based on experience, 4% on
educational qualification and 76% thinks all the factors are required for
promotion.
64
8. Do you think that the past and the present Performance Appraisal System is
Transparent & Free from bias?
Yes 50 100%
No 0 0%
Total 50 100%
Table 1.13
Graph 1.13
120%
100%
100%
80%
60%
40%
20%
0%
0%
Yes No
Response Rate
Interpretation
From the above table it can be inferred that 100% of the employees think that the
past and the present Performance Appraisal System is Transparent & Free from bias.
65
9. Are you satisfied with the current Performance Appraisal System?
Satisfied 13 26%
Dissatisfied 0 0%
Total 50 100%
Table 1.14
Graph 1.14
60%
56%
50%
40%
30%
26%
20%
18%
10%
0%
0%
Highly satisfied Satisfied Just satisfied Dissatisfied
Response Rate
Interpretation
From the above table it can be inferred that 56% of the employees are highly satisfied
with the current Performance Appraisal System. 26% are satisfied with the current
Performance Appraisal System. 18% are just satisfied with the current Performance
Appraisal System.
66
10. Do Flora Hotels provide opportunity for growth and development?
Yes 47 94%
No 3 06%
Total 50 100%
Table 1.15
Graph 1.15
100% 94%
90%
80%
70%
60%
50%
40%
30%
20%
10% 6%
0%
Yes No
Response Rate
Interpretation
From the above table it can be inferred that 94 % of the employees think Flora Hotels
provide opportunity for growth and development, 6% do not think so.
67
11. Does Performance Appraisal helps to identify your strength and
weakness?
Opinion No. of Responses Percentage
Yes 50 100%
No 0 0%
Total 50 100%
Table 1.16
Graph 1.16
120%
100%
100%
80%
60%
40%
20%
0%
0%
Yes No
Response Rate
Interpretation
From the above table it can be inferred that 100 % of the employees agreeing that
the Performance Appraisal helps to identify your strength and weakness.
68
CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION
69
FINDINGS
The majority of the employees also told that performance appraisal system
was also helping in finding their hidden talent and putting into action as
well.
The company also did provide opportunity for growth and development
and also helped to identify strength, weakness and hidden talent.
70
SUGGESTIONS
71
CONCLUSION
Flora Hotel has been conducting performance appraisal from the past years from its
formation. Employees were cooperative and fully supporting the performance
appraisal in the institution and it was found to be highly effective in the employee’s
performance.
Flora Hotel has been running successfully for past several years and has created a
good name among its customers and society. People having poor background are
given training and provided with jobs. Performance appraisal can be conducted more
effectively by using the right tools and properly reviewing and updating the
performance appraisal program. Suggestion from employees and experienced
personnel can further enhance and make the performance appraisal an ideal
evaluation system.
72
CHAPTER 6
BIBLIOGRPAHY AND ANNEXTURE
73
BIBLIOGRAPHY
Books
Kothari C.R, “Research methodology”, New Delhi, New Age International (P)
Ltd, 2006.
Web sites
http://www.florahotelsindia.com/contact-us.aspx
en.wikipedia.org/wiki/Performance_appraisal
http://www.hrwale.com/performance-management/performance-appraisal-
methods/
74
ANNEXTURE
QUESTIONNAIRE
Name :
Gender : ( ) Male ( ) Female
Age group : ( ) 20-30
( ) 31-40
( ) 41-50
( ) 51-60
Experience : ( ) Less than 3 years
( ) 4-8 years
( ) 9-15 years
( ) More than 15 years
Department: ______________________________
Qualification ______________________________
a) HOD
b) GM
c) External consultant
d) Others
a) Yes
b) No
3) Do you have meeting in the beginning to explain & clarify activity task &
goals to be achieved?
a) Yes
b) No
75
4) Should organization have a fixed duration for Performance Appraisal?
a) Yes
b) No
a) Yes
b) No
6) Do you think that the Performance Appraisal System will also contribute
in Identifying Potential Traits?
a) Yes
b) No
c) Cannot say
a) Performance
b) Experience
c) Educational Qualification
d) All of the above
8) Do you think that the past and the present Performance Appraisal System
is Transparent & Free from Bias?
a) Yes
b) No
76
9) Are you satisfied with the current Performance Appraisal System?
a) Highly satisfied
b) Satisfied
c) Just satisfied
d) Dissatisfied
77