Today Final PDF

A
Project Report On
“A STUDY ON SATISFACTION TOWARDS PERFORMANCE APPRAISAL

SYSTEM AT SANGHVI SPINNERS”
A Report Submitted to
SDJ International College, Vesu
Affiliated to: Veer Narmad South Gujarat University, Surat
For,
Partial requirement for the fulfillment of the Degree of
Bachelor of Business Administration (BBA)
Submitted by:
Surti Devan Ganeshbhai
RollNo.: 440
SPID: 2020009025
Under the Guidance of
Dr. Chintan Shah
SDJ International College,
(BBAPROGRAMME)
April 2022
DECLARATION
I, SURTI DEVAN G. undersigned, a student of SDJ INTERNATIONAL COLLEG,
VESU Surat, declare that the. Winter Training project report conducted on “A Study on a
satisfaction towards performance appraisal system at Sanghvi spinners” prepared By
DR.Chintan Shah. Professor of SDJ INTERNATIONAL COLLEGE,VESU Surat. This is
my own work & the report prepared there in is based on my study and experience, during
the tenure of my study. I will not use this project report in future and will not submit the
same to any other university or institute or any other publisher without written permission
of my guide I further declare that the result of my findings & research in the subject is
original in nature and has not been previously submitted either in part or in whole to any
other institute or university for any degree. If it is found, I shall be only responsible for its
consequences.
Date : Surti devan

Place: surat Roll no.:440
SPID: 2020009025
SDJ International College, Vesu
ACKNOWLEDGEMENT
Acknowledgements At this point, when I am about to finish my project work, it is my
privileged opportunity to thank all those people for their contribution provided to this
research work.
Firstly, I wish my heartfelt thanks to in-charge principal of this college Dr. Aditi Bhatt, who
always motivate us to fulfil our dreams and lead us in the direction of growth. She has given
her valuable inputs for effective completion of this project.
Next, I would like to thank our IQAC Coordinator Dr. Vaibhav Desai, who always work
and think in the direction of betterment of the students and institute as well as supporting us
with all the necessary resources to finish our three golden years of graduation.
I cannot forget the contribution of my project guide Dr. Chintan Shah, without the support
of whom I would have never completed this report. His constant help, guidance and
continuous teaching has given me so many inputs on academic as well as non-academic front.
I also would like to thank Dr. Milind Parekh for coordinating Winter Internship Project in
the right direction.
I would also like to thank Mr. Viral Patel, Assistant Librarian, with the effort of whom, we
could get the insights and learning from past years reports.
Lastly, I would thank all my friends, respondents and other persons directly or indirectly,
who have supported me in completing this report.
April, 2022 Surti devan
Surat
TABLEOFCONTENT
Chapter Content PageNo.

No.
1 COMPANY INFORMATION 1
1.1 HISTORY OF COMPANY 2

1.2 FIBERS FOR STAPLE SPINNING PROCESS 4
NATURAL FIBERS
1.3 OVERVIEW OF YARN REQUIRMENTS FOR 4
WEAVING AND KNITTING
1.4 INFLUENCE OF THE YARN ON FABRIC 5
PROPERTIES
1.5 OVERVIEW ABOUT THE TOPIC 6
2 LITERATURE REVIEW 15
3 RESEARCH METHODOLOGY 24
3.1 PROBLEM OF THE STATEMENT 25
3.1 NEED OF STUDY 26

3.2 OBJECTIVE OF THE STUDY 27
3.3 RESEARCH DESIGN 28
3.4 DATA COLLECTION 29
3.5 SOURCE OF DATA 30
3.6 LIMITATION OF THE STUDY 31
4 DATAANALYSIS AND INTERPRETATION 32
5 FINDINGS AND CONCLUSION 59
BIBLIOGRAPHY 63
ANNEXURE 65
LISTOFTABLE
Sr.No. PARTICULAR PageNo.

1.1 PERFORMANCE APPRAISAL PROCESS 8
4.1 GENDER 33
4.2 AGE GROUP 34
4.3 MARITAL STATUS 35
4.4 EDUCATIONAL QUALIFICATION 36
4.5 DEPARTMENT 37
4.6 DESIGNATION 38
4.7 YEARS OF EXPERIENCE 39
4.8 YEARS OF EXPERIENCE IN ORGANIZATION 40
4.9 HRA ALLOWANCE 41
4.10 WORKING HOURS SATISFACTORY 42
4.11 MEDICAL LEAVE 43
4.12 PHYSICAL WORKING CONDITION 44
4.13 RETIREMENT BENEFITS 45
4.14 TRAINING AND DEVELOPMENT FACILITIES 46
4.15 WELFARE FACILITIES 47
4.16 FIND STRESS IN JOB 48
4.17 APPRECIATION AND REWARDS IF DESIRED 49

WORK/TARGET
4.18 SALARY SAFTISFACTORY 50
4.19 QULIFICATIONS AND SKILLS 51
4.20 GOOD CAREER PROSPECT 52
4.21 RECOGNIZE AND ACKNOWLEDGE 53
4.22 FEEDBACK BY THE MANAGER, SUPERIOR 54
4.23 MOTIVATES FACTORS 55

LISTOFFIGURES
Sr.No. PARTICULAR PageNo.

4.1 GENDER 33
4.2 AGE GROUP 34
4.3 MARITAL STATUS 35
4.4 EDUCATIONAL QUALIFICATION 36
4.5 DEPARTMENT 37
4.6 DESIGNATION 38
4.7 YEARS OF EXPERIENCE 39
4.8 YEARS OF EXPERIENCE IN ORGANIZATION 40
4.9 HRA ALLOWANCE 41
4.10 WORKING HOURS SATISFACTORY 42
4.11 MEDICAL LEAVE 43

4.12 PHYSICAL WORKING CONDITION 44
4.13 RETIREMENT BENEFITS 45
4.14 TRAINING AND DEVELOPMENT FACILITIES 46
4.15 WELFARE FACILITIES 47
4.16 FIND STRESS IN JOB 48
4.17 APPRECIATION AND REWARDS IF DESIRED 49
WORK/TARGET
4.18 SALARY SAFTISFACTORY 50
4.19 QULIFICATIONS AND SKILLS 51
4.20 GOOD CAREER PROSPECT 52
4.21 RECOGNIZE AND ACKNOWLEDGE 53
4.22 FEEDBACK BY THE MANAGER, SUPERIOR 54
4.23 MOTIVATES FACTORS 55

EXECUTIVE SUMMARY
Researcher have undertaken the training under the title of “A study on satisfaction towards
Performance Appraisal System” in workplace at “Sanghvi spinnerspvt ltd”, which is the
curriculum of my BBA programs. I undertaken this topic for taking practical exposure in
Besides these I have also incorporated the history, Brief about the company and its
performance,vision and mission, values and products of Sanghvi Spinners private ltd and most
importantly I haveincorporated a brief of how HR & Admin Department does their job in
Sanghvi spinners.The Primary this objective of study is to measure the Performance Appraisal
level of employeein the Sanghvi spinners, to identify which part of the business & topic areas
need a specificfocus.
In the organizational, majority of employees are male, married and belong to young age group.
Employees are somewhat satisfied with the working relationship with supervisor and are
motivated with individual work. So, from the findings I can conclude that most of the employee
are satisfied in the organization.
CHAPTER 1
ABOUT THE TOPIC
&
COMPANY INFORMATION
1
1.1 history of company
Sanghvi Spinners is a Private Company, was incorporated ago on dated 26-Oct-2012. SANGHVI
SPINNERS PRIVATE LIMITED is classified as Nongoverment company and is registered at
Registrar of Companies located in ROC-AHMEDABAD. As regarding the financial status on the
time of registration of SANGHVI SPINNERS PRIVATE LIMITED Company
As Per Registration of Company, It involves under in Business Activity Class / Subclass Code
17120, Main Activity of the said Company SANGHVI SPINNERS PRIVATE LIMITED is,
Finishing of textile excluding khadi/handloom (This class includes finishing of textiles of Class
1711 by operations such as bleaching, dyeing napping, shrinking or printing. No distinction is to
be made between these activities carried out on a fee or contract basis or by purchasing the
material and selling the finished products)., It Comes Under Division MANUFACTURE OF
TEXTILES and this come under section MANUFACTURING.
“Sanghvi Spinners Pvt. Ltd”, are a well-renowned entity, engaged in manufacturing,

trading, wholesaling and retailing a broad assortment of Cotton Thread, Cotton
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Yarn, etc. Under the fruitful direction of our Mentor “Mrugesh K. Jariwala
(Director)”, we have been able to gain trust of clients in the market. Established in the
year 1985, at Surat, (Gujarat, India), we are backed by robust and well structural
infrastructural base.
Company profile details
Nikita Jariwala
Nikita Kalpesh Jariwala, director with SANGHVI SPINNERS PRIVATE LIMITED, is

registered with the Ministry of Corporate Affairs (MCA), bearing DIN 05344025. She
is an Indian staying in Surat, Gujarat, India.
Nikita Kalpesh Jariwala is currently associated with Sanghvi Spinners Private Limited
appointed as Director and the paid-up capital Sanghvi Spinners Private Limited
₹100,000.00 .
Mrugesh Kalpesh Jariwala
Mrugesh Kalpesh Jariwala, director with SANGHVI SPINNERS PRIVATE LIMITED,

is registered with the Ministry of Corporate Affairs (MCA), bearing DIN 05344024. He
is an Indian staying in Surat, Gujarat, India.
Mrugesh Kalpesh Jariwala is currently associated with Sanghvi Spin ners Private
Limited appointed as Director and the paid-up capital Sanghvi Spinners Private
Limited ₹100,000.00.
3
1.3 Fibers for Staple Spinning Processes Natural fibers
with the exception of silk are classified as staple fibers because their length can be measured and
is typically less than 10 inches (25.4 cm). Cellulosic fibers including cotton are 2.5 inches (6.35
cm) or less in length and are labeled short staple. The vast majority of cotton fibers are less than
1.5 inches (3.8 cm). Animal hair fibers such as wool, cashmere, mohair, and others are less than
10 inches and are referred to as long staple. Regardless of source, staple fibers are considered
ready for spinning when received at the textile spinning plant.
Manmade filament yarns are converted to staple fibers in order to spin on the short staple or
English spinning system. Filament yarns have a limited number of filaments that are extruded
from a spinner device as shown in Figure 1. The spinner is like a shower head, it contains a
certain number of small holes which allow continuous 3 filament fibers to be extruded. Left in
this form the yarn is classified as a flat filament yarn. Plastic chips are shown here as the raw
material for the manufacturing of these filaments.
1.4 Overview of Yarn Requirements for Weaving and Knitting
Warp yarns for weaving need to be strong, uniform in strength, have good evenness values and a
low degree of hairiness. These yarns are subjected to the strains and stresses of the weaving
process and are in very close proximity to one another. Air jet weaving places the highest
demand on warp yarn quality due to the air used in filling yarn insertion being easily disrupted
by any non-uniformity in the warp yarn. In most cases, cotton spun yarns used in the warp are
slashed (sized) with a protective coating or film to provide abrasion resistance as the yarns go
through the different weaving machine elements. It is very essential that yarn elongation values
are good since yarn is under relative high tension during the rigors of weaving. Yarn
imperfections, especially thick places, should be avoided since the yarn path on the weaving
machine includes various eyelets and other devices which could cause the yarn to catch and
increase tension levels and/or break the yarn. Filling yarns do not need to be as strong as warp
yarns and therefore will typically have lower levels of twist. This lower twist level will lead to a
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bulkier yarn structure which is advantageous for filling yarns because of added cover in the
fabric produced. For air jet weaving the filling yarns need to have a good level of evenness so the
air and yarn interaction will remain consistent leading to fewer miss-picks and partial picks.
Cotton spun yarns for knitting should exhibit good hand or softness. This is made easier due to
the fact that these yarns do not need to be as strong as weaving yarns and therefore need less
twist. This lower twist leads to softer yarn and fabric. Yarn torque or liveliness should be at a
minimum to help prevent excessive surface distortion, skew and torque. Good elongation values
in the yarn will reduce fabric holes. Good evenness values will prevent machine stops and fabric
holes. Thick places in the yarn need to be at a minimum because they can lead to yarn tension
problems, broken needles and bent latches. Yarn count variations can lead to horizontal streaks
in knit fabrics known as.
1.5 Influence of the Yarn on Fabric Properties
Many time there is an emphasis on fabric softness. Ring spun fabrics will be softer than open
end fabrics. Lower twist yarns will produce softer fabrics than higher twist yarns. Yarn
containing finer fiber will make the fabric softer. Using longer fibers will allow for lower yarn
twist, resulting in softer fabrics. Open end yarns formed on a machine with grooved or
roughened navels will produce a softer end fabric. There is a direct correlation between yarn
strength and fabric strength. Yarns are made stronger when an optimum twist level is used, when
stronger, longer, and finer fiber is used, and when ring spun yarn is used instead of open end
yarn. Yarns are stronger when they are more uniform and have fewer imperfections. Cotton
yarns are stronger when they have sufficient moisture and are not dry. Fabrics tend to be stronger
when plied yarns are used compared to use of single yarns. Fabric luster and appearance can be
influenced by the yarn. Ring spun fabrics tend to be more lustrous than open end fabrics. Fabrics
containing lower twist yarns tend to be more lustrous than fabrics containing higher twist yarns.
Fabrics containing combed yarns are more lustrous than fabrics containing carded yarns.
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1.6 OVERVIEW ABOUT THE TOPIC
1.6.1 Introduction of Performance Appraisal

Performance appraisal is also known as employee evaluation, merit rating, employee assessment,
etc. It is a systematic process of appraising an employee’s current and past performance relative
to his/her performance parameters. The employee’s performance should be based on
organizational expectations and employee’s actual performance. The idea that per-formal
evaluation improves employee’s performance is not a new one but it is seen in the roots of
development of mankind. Each person is motivated when he is told about his actual performance
and accepts what were his/her previous mistakes. Performance appraisal process may be held
annually or monthly as per needed.
1.6.2 Concept of Performance Appraisal

Virtually all organizations have some sorts of means of appraising their employees. Performance
Appraisal is one of the oldest, natural and most universal practices of Management. The basic
purpose of Performance Appraisal is to ascertain the behaviour of an employee anchored to
performance and integrate with the organizational performance. It helps both the employers and
employees to understand the responsibility in the organization. Performance appraisal system is
focused to integrate the expectations i.e., performance, which gives a total clarity between the
appraiser and appraisee. It is an instrument to create a conducive atmosphere in the organization.
The purpose of any management is to build a very competitive and congenial work culture,
which builds healthy competition, gives a sense of achievement to the employees and the
stakeholders.
Performance appraisal system is the right instrument that plays a vital role directly or indirectly
in achieving the above. It improves the interpersonal relationship among the employees and
employers in the organization. It reflects an evaluative judgment of the traits, characteristics and
the work performance of the employees on jobs. It is a continuous process to reach the desirous
goal of not only the organization but also the employees.
6
Flippo (1976) defines performance appraisal as, “performance appraisal is the systematic,
periodic and an impartial rating of an employee’s excellence in the matters pertaining to his
present job and his potential for a better job." Performance appraisal is a systematic way of 3
reviewing and assessing the performance of an employee during a given period of time and
planning for his future.
7
1.6.3 Performance Appraisal Process
LAY
PERFORMANCE
APPRAISAL PROCESS
PREPARTION AGREEING AN
ACTION PLAN
INTIMATION SUPPORT
VENUE AGREEING ON
NECESSARY SUPPORT
LAYOUT INVITING ANY OTHER

POINTS OR QUTIONS
INTRODUCTION BECOMING CLOSE
REVIEWONG AND RECORDING MAIN

MEASUREMENT POINTS,ACTIONS AND
FOLLOW UP
8
1. Preparation – Preparation of all materials, noting down agreed tasks and recording of
performance, achievements, incidents, reports etc - anything pertaining to performance and
achievement - obviously include the previous performance appraisal documents and a current job
description. A good appraisal form will provide a good natural order for proceedings. If the
organization doesn't have a standard appraisal form then one has to locate standard appraisal
form, or has to download and/or adapt the appraisal forms from standard websites. Whatever has
been used, one has to ensure the necessary approval from his/her organization, and understand
how it works. The paperwork to reflect the order of the appraisal and write down the sequence of
items to be covered has to be organized.
2. Intimation– One has to inform the appraisee and ensure that appraisee is informed of a
suitable time and place (change it if necessary), and clarify purpose and type of appraisal – he
has to be given and give a chance to the appraisee to assemble data and relevant performance and
achievement records and materials. If the appraisal form does not imply a natural order for the
discussion then an agenda of items to be covered should be provided.
3. Venue– One has to ensure a suitable venue, which is planned and available - private and free
from interruptions - as with recruitment interviewing the same rules should be 9 observed – One
has to avoid hotel lobbies, public lounges, canteens - privacy is absolutely essential.
4. Layout- room layout and seating are important elements to preparation also - One should not
simply accept whatever layout happens to exist in a borrowed or hired room - layout has a huge
influence on atmosphere and mood - irrespective of content, the atmosphere and mood must be
relaxed and informal - remove barriers – One should not sit in the boss's chair with the other
person positioned humbly on the other side of the desk; one must create a relaxed situation,
preferably at a meeting table or in easy chairs - sit at an angle to each other, 90 degrees ideally -
avoid face to face, it's confrontational.
5. Introduction– One has to relax the appraisee - open with a positive statement, smile, be
warm and friendly - the appraisee may well be terrified; it's one’s responsibility to create a calm
and non-threatening atmosphere. One has to set the scene - simply explain what will happen -
encourage a discussion and as much input as possible from the appraisee - tell them it's their
9
meeting. The timings have to be confirmed, especially finishing time. If helpful and appropriate,
one should begin with some general discussion about how things have been going, but one
should avoid getting into specifics.
6. Reviewing and measurement– One has to review the activities, tasks, objectives and
achievements one by one, keeping to distinct separate items one by one - avoid going off on
tangents or vague unspecific views. If the person has done your preparation correctly he will
have an order to follow. If something off-subject comes up then it should be noted down. He has
to concentrate on hard facts and figures, solid evidence - avoid conjecture, anecdotal or non-
specific opinions, especially about the appraisee. Being objective is one of the greatest
challenges for the appraiser - as with interviewing, and he has to resist judging the appraisee in
his own image, according to his own style and approach - facts and figures are the acid test and
provide a good neutral basis for the discussion, free of bias and personal views. For each item a
measure of competence should be agreed, and according to whatever measure or scoring system
is built into the appraisal system.
7. Agreeing an action plan- An overall plan should be agreed with the appraisee, which
should take an account of the job responsibilities, the appraisee's career aspirations, the
departmental and whole organization's priorities, and the reviewed 10 strengths and weaknesses.
The plan can be staged if necessary with short, medium and long term aspects, but importantly it
must be agreed and realistic.
8. Agreeing on specific objectives- These are the specific actions and targets that together
form the action plan. As with any delegated task or agreed objective these must adhere to the
SMARTER rules - specific, measurable, agreed, realistic, time-bound, enjoyable, recorded. If
not, one should not bother. The objectives can be anything that will benefit the individual, and
that the person is happy to commit to. When helping people to develop, one should not be
restricted to job-related objectives, although typically most objectives will be.
9. Agreeing on necessary support- This is the support required for the appraisee to
achieve the objectives, and can include training of various sorts such as external courses and
seminars, internal courses, coaching, mentoring, shadowing, distancelearning, reading, watching
videos, attending meetings and workshops, workbooks, manuals and guides; anything relevant
10
and helpful that will help the person develop towards the standard and agreed task. Also one
should consider training and development that relates to 'whole-person development' outside of
job skills. This might be a hobby or a talent that the person wants to develop. Developing the
whole person in this way will bring benefits to their role, and will increase motivation and
loyalty.
10. Inviting any other points or questions – One must make sure to capture any other
concerns.
11. Becoming close -Thanking the appraisee for their contribution to the meeting and their
effort through the year, and commit to helping in any way one can.
12. Recording main points, agreed actions and follow-up – One must swiftly
follow-up the meeting with all necessary copies and confirmations, and ensure documents are
filed and copied to relevant departments, (HR and one’s own line manager typically).
1.6.4 BENEFITS OF PERFORMANCE APPRAISAL

The benefits typically claimed by those who defend or advocate performance appraisal systems
include the following:
1. Feedback:Performance appraisals provide employees with feedback regarding their

performance, usually at least once a year and often on an interim basis during the year. This
leads to reduced errors and waste, increased productivity, improved quality and service for
customers, as well as enhanced employee motivation, commitment, and a sense of ownership.
2. Goal setting:Performance appraisal sessions provide an opportunity for discussions that

include setting work related goals and objectives for the individual as well as aligning individual
and organizational goals.
3. Career management:Performance appraisal sessions also provide opportunity for

identifying training and development needs and discussing career progression opportunities.
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4. Objective assessment:Performance appraisals are made objective through uniform
processes and criteria. This also results in a fair, valid, and legally defensible basis for rewarding
and recognizing individual performance.
5. Legal protection:Performance appraisals afford the corporation legal protection against

employee lawsuits for discrimination and wrongful termination. A candid and perhaps blunt
observer might add a final benefit: The formal performance appraisal system buttresses the
organization's hierarchical authority system. It gives the supervising manager control over some
of the carrots and sticks in what is essentially a carrot-and-stick management system.
The list of benefits above must be balanced against the costs of performance appraisals. Some of
these are "hard" costs that can be measured and expressed in dollars and cents. Others are "soft"
costs, best gauged in terms of their drawdown on human and political capital.
1.6.5 POTENTIAL RATING SCALE APPRAISAL PROBLEMS
Potential rating scale appraisal problems are discussed as follows:
(1) The Halo Effect
(2) Contrast Error
(3) Rater Bias
(4) Central Tendency Error
(5) Leniency or Severity
(6) Sampling Error
(7) Primary and Recency
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1.6.7 CRITERIA FOR ASSESSING PERFORMANCE
John H. Bernardian and Joyce E.A. Russell have observed following seven criteria for assessing
performance:
1. Quality
2. Quantity
3. Timeliness
4. Interpersonal Impact
5. Cost Effectiveness
6. Need for Supervision
7. Community Service
1.6.8 Observing Employee Performance
As part of PM, managers must constantly observe the work performance and provide appropriate
feedback to an employee. Feedback should be based on the observed work relatedbehaviour and
results vis-à-vis prescribed standards. Such observation of employee behavior and the results of
performance enable the management to identify the shortcomings and facilitate an employee to
be successful at the job by continuously developing his or her skills, knowledge and competency.
Wherever a manager cannot directly observe an employee’s performance it is desirable to put in
place a process that enables the management to know how they are functioning from time to
time. In this context, the following options can be exercised:
• Evaluating the output and products of the employer’s work;

• Periodically reviewing and discussing with employee’s their standards of performance of the
job vis-à-vis management expectations.
• Obtaining feedback from customers.
• Doing brief stand up check- inns or phone calls.
• Performing routine spot checks of the employee at work.
• Asking for confidential evaluations of employee performance by peers
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1.6.9 IMPACTOF JOB SATISFACTION EMPLOYEES
PERFORMANCE APPRSIAL SYSTEM
Job satisfaction is defined as “the level of contentment employees feel with their job”. This goes
beyond their daily duties to cover satisfaction with team members/managers, satisfaction with
organizational policies, and the impact of their job on employees' personal lives.
“Job satisfaction, an unquantifiable metric, is defined as a positive emotional response you

experience when doing your job or when you are present at work. Leading organizations are now
trying to measure this feeling, with job satisfaction surveys becoming a staple at most
workplaces”.
It’s important to remember that job satisfaction varies from employee to employee. In the same
workplace under the same conditions, the factors that help one employee feel good about their
job may not apply to another employee. For this reason, it is essential to have a multidimensional
approach to employee satisfaction, covering the following areas:
.The challenging nature of work, pushing employees to new heights

.A level of convenience (short commutes, access to the right digital tools, and
flexible hours)
.Regular appreciation by the immediate management and the organization as a
whole
.Competitive pay, which employees maintain a good quality of life
.The promise of career progression in sync with employees’ personal growth
targets
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CHAPTER 2
LITERATURE REVIEW
15
2.1 A LITERATURE REVIEW ON PERFORMANCE APPRAISAL
METHODS/ TECHNIQUES
(Muhammad Rizwan,Waqas Mehmood Khan, Malik Zubair Anjum, 2012)
Employee job satisfaction (EJS) is the feelings and thoughts of employees about their work and
place of work. In result, job satisfaction is all about to satisfy the one’s needs in working place
(Tog at al., 2004).started that there are some factors, which are related to job satisfaction that is
work substances, age, educational level, work place environment, location, colleagues, income
and timing of work. For the purpose of employee satisfaction many theories have been
developed. The most important theory is Maslow’s need theory. It is based on human
hierarchical needs. On the other hand, job satisfaction relates to significant conventional views,
which are formulated via Herzberg.Maslow’s theory is based on fundamental and external
element such as accomplishment, acknowledgment, duty, pay, plan, interpersonal interaction,
management, and operational atmosphere.
(Diksha Mehndiratta,Shruti Tripathi, 2012)
found that lower job satisfaction foreshadowed poorer bottom-line performance. When people
don’t care about their jobs, absenteeism increases, production and work quality reduce. The
study revealed the inner work lives of employees— the usually hidden perceptions, emotions and
motivations that people experience as they react to and make sense of events in their workdays.
(Muhammad Ali Shaikh,Dr. Niaz Ahmed Bhutto, April 2012)
that job satisfaction is the factor that is not only for employees well up being and his or her
health but certain other organizational outcomes such as attendance, motivation, actual turnover
Nancy A. Flanagan, Timothy J. Flanagan explored that professional level, relationship and
communication with employee is the important and affective sources of job satisfaction.
16
E.g.Employee experience, demographic characteristics had been identified and found that there
is significant relationship is found in job satisfaction and job performance.
(Siew-Phaik Loke, December 2012)
In Malaysia, all banking and financial services are regulated by its Central Bank, Bank Negara
Malaysia (BNM). Internet banking was introduced in Malaysia in June 2000 after BNM
approved Internet banking services to be offered by local banks.such facility was extended to
foreign-owned banks. As of January 2008, a total of 23 banks was found offering Internet
banking facilities in addition to their traditional services. Although the accessibility to computers
and the Internet is found to be higher within non-Internet banking users, Suganthi et al.
(ANNIERAH M. USOP, Jun 2013)

Ayeni and Popoola (2007) give a comprehensive definition of job satisfaction as pleasurable or
positive emotional state resulting from the appraisal of ones job or job experience. Job
satisfaction is a result of employee’s perception of how well their job provides those things that
are viewed as important. Weiss (2002) has argued that job satisfaction is an attitude but points
out that researchers should clearly distinguish the objects of cognitive evaluation which are
affect the emotion, beliefs.
(Firdouse Rahman Khan, February 2016)
Performance appraisal system is considered as a way to evaluate employees’ performance and

this evaluation is to judge their performance (Scott, 2009). Fletcher (2001) defines performance
appraisal more broadly as ‘activities through which organizations seek to assess employees and
develop their competence, enhance performance and distribute rewards’. A study by Ojokuku
(2013) found that the performance appraisal is forming a key of human resource activity
designed to deliver reward for performance and hence it is a vital instrument for enhancing
employee motivation and performance, if properly used.
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(Annelize Van Niekerk, May 2017)
Once an employee’s current performance is measured, performance developmental

areas are identified, strengths are reinforced and overall feedback is given to the
employee. As a manager’s attitude can negatively or positively influence a
performance appraisal, many researchers have, over the years, found this to be an
interesting topic to study (Curtis, Harvey &Ravden, 2005; Jawahar, 2001;
Longenecker, Sims &Gioia, 1987; Shore & Strauss, 2008; Thomas &Bretz, 1994).
(Subhashini Durai, February 2017)

Evidently, job satisfaction, is been constituted with numerous facts and the major dimensions to
this regard are pay, the work itself, promotions, supervision, work group, and working conditions
mentioned in a study about the relationship in between job satisfaction and job performance has
a controversial history (Luthans 1985). Soon after the disposals by the Hawthorne studies, the
world wide researchers interpreted the happy worker, as a productive worker. In the earlier
daysof researches, a weak or somewhat inconsistent relationship was presumed in between job
satisfaction and performance.
(Mukesh Kumar, January 2017)
explains that in many Nigerian organizations, performance appraisal is viewed and conducted
solely in terms of its evaluative aspect thereby overlooking its use for facilitating growth and
development in employees through training, coaching, counseling and feedback of appraisal
information.According to Banjo-ko, performance appraisal is accorded a lesser role in Nigerian
organization as more emphasis is given to selection, training, development and salary
administration. This means that organizations are putting the cart before the horse and are in turn
stifling genuine individual and organizational growth.
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(Khaled Al-Omari,Haneen Okasheh, Number 2017)
Performance is important for organizations as employees’ performance leads to business success.

Also, performance is important for individuals, as achieving tasks can be a source of satisfaction.
Job performance can be defined as behaviour or activities that are performed towards
accomplishing the organization’s objectives (Borman, 1999).
(Sundjoto, 2017)
According to Compensation is one aspect that is significant for employees because the amount of
compensation reflects the size of the value of their work among the employees themselves,
family, and society. Effective and efficient compensation can directly establish organizational
stability and indirectly contribute to boosting the country's overall economic stability and
growth. Based on the description, the provision of compensation either directly or indirectly will
impact on job satisfaction and employee performance.
(Amir Ishaque,Mohammad Tufail, April 2018)
Work performance concept was however frequently roughly defined and badly comprehended
(Barrick& Ryan, 2004). Work performance can be considered as in terms of results (or) results
consequences, In this case it is considered as an achievement of tasks, which were assigned
(Suliman, 2001).The work performance concept not to be restricted only to employees, although
there is a need for research must be examined in terms of both employees and the organizational
activities consequences (De Waal, 2003). Van der-Linde (2005) elaborated that the work-
performance contains both mechanism (defining how work or tasks should be performed) and
their resulting product (the output of the mechanism). They also noted that, in a work
environment, mechanism or process adds cost, where as their end result product or service adds
value to the organization.
19
(H. Mansyur Ramli,H. Bahar Sinring, Dec 2018)
Job satisfaction is a feeling of supporting or not supporting someone experienced in work In its
implementation there are several job satisfaction theories as proposethat: (1) equity theory from
Adam said that there are four main components in this theory, namely input, outcome,
comparison person, (2) Difference theory (discrepancy theory) from Porter (1967) who argued
that to measure job satisfaction can be done by comparing the things that should be with the
perceived reality. (3) the need fulfillment theory from Schaffer (1991), which argues that job
satisfaction will directly influence the extent to which individual needs can be truly
satisfied.
(Francisca Mbagwu,Ngozi Maria Nwaohiri, August 2019)
that there are numerous methods to measure employee’s performance appraisal but some of these
methods are not suitable in certain cases. Anderson (1993) specify informal or formal appraisal
as two ways to conduct performance appraisal. An informal appraisal is conducted whenever the
supervisor feels it necessary, while formal is a contact between manager and employee on his job
over a period of time. He further argues that performance appraisal often holds every twelve or
six months. In agreement with this, Jackson (2000) state that performance appraisal is conducted
once or twice a year, most often annually.
(Noorshella che nawi,Abdullah Al Mamun,Azwin Nasir, October 2019)
The brand image is viewed as a significant element of consumer satisfaction, and the company
invested in improving the quality of the product to attract consumers Other than that, the quality
of the product helps the company to generate a more positive image which turns into consumer
satisfaction (Zhu and Sarkis, 2006). Anderson et al. (1994) mentioned that customer satisfaction
needs the consumer to experience with the products or services which can be influenced by
product quality and the value of the services.
20
(Dr- Ume Sumayya, June 2019)
Employee satisfaction with the role of PA plays a vital role in their long-term efficiency. A
hostile reaction toward the PA can affect the entire PA system although if it is built neutrally and
impartially (Buchner, 2007, 2011).There are 3 divisions of satisfaction towards PA. Firstly, it is
the Satisfaction with Ratings; consistent with that higher ratings elicit positive reactions toward
the appraisal and are associated with satisfaction with the appraisal method (Jordan and Jordan,
1993).
(Cross Ogohi Daniel, January 2019)
The process is generally defined to include an interview between the rater and the ratee as well
as performance documentation required by the formal evaluation system. One descriptor left out
of most definitions is that performance appraisal is often dread by participants. Folger and Lewis
(1993) suggest that performance appraisals typically engender the same degree of enthusiasm as
paying taxes. Folger et al (1992) argued that instead of focusing on accuracy, the goal of PA
should be ensuring fairness in the process, which is a more achievable goal.
(Srijana Chettri, December-2019)
Performance appraisal is a formal, structured system of measuring and evaluating an employees

job-related behavior and outcomes to discover how the employee is presently performing on the
job and how the employee can perform more effectively in the future so that the employee,
organization and the society all benefit. The evaluation strategy plays an important role in the
execution result and can be realized by coordinating the examination procedures to occupation
undertaking sorts (Orpen, 1997).
21
(Nurgul Erdal, Erkut Altindag, September 2020)
Job satisfaction became popular in the 1930s (Kim et al., 2009). It was first described by
Hoppock (1935) and has been recognized as a whole of psychological, physiological, and
environmental factors that enable one to say “I am generally satisfied with my work” ( Vroom
(1964) described job satisfaction as emotional orientation and evaluated job satisfaction as an
individual’s choice against these awards with awards in the working environment.
(Moksh prabha Soni, August 2020)
Jawahar, I. M. (2006) results revealed that satisfaction with rater and previous performance
ratings influence employees’ satisfaction with appraisal feedback. Satisfaction with appraisal
feedback was positively related to job satisfaction and administrative commitment and
negatively related to turnover intentions. Supervisory status toned-down the connection between
satisfaction with appraisal feedback and subsequent performance such the connection existed just
for supervisory employees who, additionally to receiving feedback about their own performance,
also provided feedback to their subordinates. Implications of results for researchers and
practitioners are discussed.
(Elangovan N.,Sridhar Rajendran, November 2020)
Performance appraisal is one of the most important human resource management functions
(Kampkotter&Marggraf, 2015). As stated by Messmer (2004), many employees do not consider
this exercise a genuine and exciting process in their career. The performance appraisal system’s
success depends on the employees’ perception of fairness of the performance appraisal (Erdogan,
2002; Sabeen& Mehboob, 2008)
22
(Nimisha Srivastava,Smita Paschal, September 2021)
the job satisfaction level of teacher educators and tried to find out if the expressed
level of job satisfaction was influenced by their gender or educational qualification
like NET and Ph.D. The study concluded that teacher educators are satisfied with
their job, with gender not influencing the level of job satisfaction significantly and
qualification having a significant effect.
(Sivakamy Vadivelu, june 2022)
Quality of Work Life is gaining the momentum as it consider as one of the remedy
for all kinds of Organizational problems. Quality of Work Life fetch the actual
physical and mental issues and consequently extract the benefit of loyalty, honesty
and dedication towards the work and the organization.
(Prof-Dr-Ahmed Al-Baidhani,Abdulkarim Alsaqqaf, October 2022)
a perspective on work satsfaction that is based on attitude (instead of feeling)

towards work; work satisfaction is a function of effort to achieve a specified goal,
noticeable subjective probability of success, and recognized correctness of the
reward received. People make decisions depending on the probability that certain
behaviors would result in specific rewards, by this theory. People will do their job
in such a way that they get paid more or get additional advantages in the
workplace. Vroom's expectation hypothesis is supported by actual evidence.
23
CHAPTER 3
RESEARCH METHODOLOGY
24
3.1 Problem of the statement
The topic selected for the study is “A study on a job sat isfact ion to words
performance appraisal system.”. The main theme of the project is the analysis and
interpretation of practices of the employees using human resources as a tool.
One of the main roles of Human Resources (HR) departments is to ensure that employees
are sufficiently satisfied with their jobs. r e s e a r c h h a s s h o w n t h a t s a t i s f i e d
e m p l o y e e s corporations are thought to be more productive. On the other hand, ifworkers
are dissatisfied with their jobs, they are thought to be less product ive and more
prone t o absent eeis m and t ur nover.
How do the different appraisal systems of organizations effect the employee satisfaction”?
More satisfied employees will help the organization to grow fast. To satisfy the employees a fair
appraisal system must be followed. This satisfaction will motivate the employees and they
carryout tasks to accomplish organizational goals.
How performance appraisal system can be applied in an organization?
What are the factors affecting the employee satisfaction in an organization?
Do satisfied employees help in organization progress

A critical study of the effectiveness of human resources management system and suggest ways
for improvement, The problem lies in identifying relationship, mutual understanding between the
management and the employees.
25
3.2 Need of study
Reason of choose of the performance appraisal
Performance Management Helps to Boost Employee Engagement and Productivity. Engaged

employees stay longer, actively involve themselves in the workplace and produce better results.
Improving levels of employee engagement is key to boosting productivity and maximum ROI.
performance appraisals are essential for the growth of a company and the employee. It helps the
company to find out whether the employee is being productive or is a liability. It helps the
employee to find out where his / her career is heading. It is an essential part of HR management.
Employee performance is something your organization probably cares a lot about – and rightly
so. Employees are essential to an organization's productivity, profitability, and ultimately,
success, and those results aren't going to happen without stellar employee performance.
Performance Appraisal enables the employees to be formally recognized for their work by their
supervisors and managers. When employees are appreciated for their contribution, they are to
work towards organizational– According to the SHRM report, employees rate respectful
treatment of all employees as the most important factor in job satisfaction.
26
3.3 Objectives of the study
Like any other business entity, Spinning Mills entered the industry after an
opportunity arose to make revenues from a lucrative market. The textile industry is
growing at a fast rate because of the development of the fashion industry. With the
growth in demand for cotton yarn in Asia and Europe, Spinning Mills has made
numerous objectives and goals that the company wants to achieve in future. There
are short term and long term objectives for the company. These set objectives and
goals are intended to put a score card for the performance of the company and set
clear targets to be achieved. The success and growth of every company depends on
the plans that the business sets to achieve, how big it needs to grow and who its
customers are.
Short term objectives and goals
 Spinning Mills is contracting advertising firms to create brand awareness

and make the company a household name in the yarn segment.
 Employee training programs will be conducted on an annual basis to ensure
that the workforce is well equipped to carry out their mandate.
 arrying out extensive research on customer service to ensure that both local
and foreign customers get the quality and uniqueness of product they
require.
 Community Social Responsibility is also a key mandate of the company.
Having investedin a health facility for the employees and their families, the
company intends to roll up the social work to an education level where
deserving students from the local community will get a chance to advance
their education.
27
 Planning of exhibitions on an annual basis to allow customers come and
experience the product quality sold by Spinning Mills.
3.4 Research design:
The term ‘research design’ is referred as a master-plan, blueprint, and even as a sequence of
research tasks and activities. The research design refers to the overall strategy that you choose to
integrate the different components of the study in a coherent and logical way.
There are 3 types of research design:
Causal Research Design:
Causal studies focus on an analysis of a situation or a specific problem to explain the patterns of
relationship between variables. Experiments are the most popular primary data collection
methods in studied with casual research design.
Exploratory Research Design:
Exploratory research design is conducted for a research problem when the researcher has no past
data or only a few studies for reference. Sometimes this research is informal and unstructured. It
serves as a tool for initial research that provides a hypothetical or theoretical idea of the research
problem.
Descriptive Research Design:
escriptive research design is a type of research design that aims to obtain information to
systematically describe a phenomenon, situation, or population. More specifically, it helps
answer the what, when, where, and how questions regarding the research problem, rather than
the why.
As the research topic is, A Study on Performance of Nifty during Covid Pandemic using
Technical and impact of macroeconomic variables, it clearly indicates that there is a cause-and-
effect relationship between the variables, thus the research design used for this research will
descriptive cross-sectional research.
28
3.5 Data collection:
Data collection is defined as the procedure of collecting, measuring and analysing accurate
insights for research using standard validated techniques. A researcher can evaluate their
hypothesis on the basis of collected data. In most cases, data collection is the primary and most
important step for research, irrespective of the field of research. The approach of data collection
is different for different fields of study, depending on the required information.
1) Primary Data:
Primary data is a type of data that is collected by researchers directly from main sources
through interviews, surveys, experiments, etc.
2) Secondary Data:
Secondary data is the data that has already been collected through primary sources and made
readily available for researchers to use for their own research. It is a type of data that has
already been collected in the past.
3.6 source of data:
The study is mainly based on secondary data which have been collected through many types of
research papers, websites, articles etc.
i. Authentication of data:
The data has been collected from the following authenticated websites:
Websites :researchgate
Published research articles, research papers, research studies etc.
Available Books
3.7 limitation of the study

Major limitations of performance appraisal methods are as follows: (i) Defensiveness of
employees (ii) Hypercritical or “Horns” effect (iii) Emphasis on human performance
29
without regard for human values (iv) Central tendency and leniency (v) Reluctance to
“play God” (vi) Halo effect. !
(i) Defensiveness of employees:

The appraisal process frequently creates defensiveness among employees.
Since the supervisor’s appraisal influences the employee’s most vital job concerns—
promotions, transfers and dismissal—the employee’s defensiveness during an appraisal
interview often makes the procedure unproductive for both the supervisor and the
subordinate.
(ii) Hypercritical or “Horns” effect:
It is the tendency of a superior to rate people lower than their performances justify.
Following are some examples of this effect:
(I) The superior is a perfectionist. Because his expectation level is very high, he is more
often disappointed and rates his people lower than he should.
(ii) The maverick or the non-conformist gets a low rating simply because he is different’.
(iii) Emphasis on human performance without regard for human values:
George S. Odiorne denounces all appraisal methods for their single inherent weakness
values. that they lay emphasis on alikeness and conformity of human performance ignoring
measurement of human values. All appraisal methods, according to him, are like quality
control systems which force subordinates to conform to certain standards of physical
performance without caring for human values which though far less tangible are essential
ingredients in the whole process.
(iv) Central tendency and leniency:
ADVERTISEMENTS:
The superior is frequently guilty of awarding average or more than average ratings to all his
workers. He may award ‘average’ on the ground that it will not injure the rate and, at the
same time, that it will not expose his lack of more definitive information.
30
(v) Reluctance to “play God”:
ADVERTISEMENTS:
Some managers are unwilling to “play God” by judging others. Accepting the responsibility
for being a judge for the future of another person causes severe anxiety in some people. The
tendency to complete the appraisal form at the last moment when they are due and to treat
the entire process casually may well be necessary to relieve the anxiety of the evaluator in
the role of “judge”. Further, the aggrieved employee is invariably left with the feeling that
the superior is arbitrary in his judgment. This is a very frustrating experience for an honest
and impartial superior.
(vi) Halo effect:
It is the tendency of the superior to allow his good impressions of one or two important
work characteristics of an individual to carry over the total evaluation. In such a case the
superior rates all the characteristics of a person much higher than they should be. For
example, if the superior is a person who is very fond of punctuality, a punctual worker may
get a high rating on practically every factor though many factors have little to do with
punctuality.
31
CHAPTER – 4
DATA ANALYSIS
AND
INTERPRETATION
32
4.1 GENDER
FIGURE NO 1
MALE FEMALE
121 37
Gender
158 responses
Male Female
Interpretation:
If we look at the information given in the above chart, it is known that the maximum response is
male or winning female response. Looking at the use, it seems that there is a very good response
in female also.
33
4.2 Age
total Percentage
Below 20 years 8 5.10%
20-30 years 43 27.2%
30-40 years 78 49.4%
40-50 years 22 13.9%
50 years above 7
age
below 20 year 20-30 years 30-40 years 40-50 years 50 years above
4.2 figure
Interpretation:
Mostly Study is conducted amount youth generation of age between below 20 years. Looking at the
information of data collection, it is clearly known that today's new generation is more interested in taking
forward the work of employee. For this, if we look at the chart, we will find that maximum number of
respondents, that is, 50% of the respondents are from the youth group.
The maximum employee data collection that 30-40 years and minimum employee data collection is that
50 years above.
34
4.3 MARITAL STATUS
Marital status
158 responses
Married Unmarried
4.3 Figure
Interpretation:
Marital status is the legally defined marital state. There are several types of marital status: single,
married, mostly according knows the survey methods 158 employee responses in 131 employees
are married and 27 employees are that un married status it.
the Principles define marital status as "the personal status of each individual in relation to
the marriage laws or customs of the country" and recommend the following categories: single
or never married; married; widowed and not remarried; divorced and not remarried; and, married
but separated
35
4.4 EDUCATIONAL QUALIFICATION
Table no. 4
Total qualification Percentage

H.S.C 56 35.4%
Diploma 40 25.3%
Graduate 51 32.3%
Post Graduate 11 7%
Educational Qualification
158 response
H.S.C Diploma Graduate Post Graduate
4.4 Figure
Interpretation:
In this survey methods knows that most off employee means youngest person in H.S.C most are
employee in education degree of diploma and most off graduate student work like in company
basement employee 51 employee or post graduate employees 1
36
4.5 DEPARTMENT
Table no. 5
Dyeing department 51
( general department )
Spinning department 29
Weaving department 19
Finishing department 34
Technical department 22
HR department 3
Department
158 response
dyeing department spinning department weaving department

finishing department technical department HR deaprtment
4.5 Figure
Interpretation:
That us sawing in that chart survey dyeing department are in most of employees 51 and spinning
department are in 29 weaving department are in 19 finishing and technical department 34 and 22
are most like that in company department employees.
In simplest terms, the HR (Human Resources) department is a group who is responsible for
managing the employee life cycle and handle and management to all employees and
facilities provide that in a company
37
4.6 Designation
Table no. 6
freuency
Manager 3
HR 4
Manager HR
4.6 Figure
Interpretation:
This survery introducing in the company to a total of manager and HR department employees
total of the organizational of the company details
Total of manager in this company

1.dinessh Prajapati
2.rathiji
3.mithunlal
38
4.7 YEARS OF EXPERIENCE
Table no. 7
Year of experience total percentage

Less then 2 year 35 22.2%
2 to 4 year 64 40.5%
4 year & above 51 32.3%
6 years & above 8 5.1%
years of experience
58 responses
less than 2 year 2 to 4 years 4 year & above 6 years & above
4.7 Figure
Interpretation:
Survey methods that in known showing of results that year of experience of total frequency that
less than 2 year employees experience of total 35 employees and 2 to 4 year between employees
64 employees total and pf last minimum number of experience 6 years & above 8 employees in
company experience worker.
This survey showing that how are experience of work including under joining the Sanghvi
spinners private limited employees working based on
39
4.8 YEARS OF EXPERIENCE ORGINAZATION
Table no. 8
Frequency percentage
Less than 2 years 25 15.8%
2 to 4 year 47 29.7%
5 to 7 year 58 36.7%
7 year & above 28 17.7%
less than 2 year 2 to 4 year 5 to 7 year 7 year & above
Figure no. 8
Interpretation:
Most like that survey in less than 2 years organization experience working based on total
employee are that 25 and most fully more than experience and old employee relational are very
good of employees company like total of employees 58 its meant that this employees knows that
organization method, productivity activity particular emotional behavior relation that most of
total employees are in this company in totally of old members
40
Table no. 9
Frequency Percentage
Highly satisfied 4 15.2%
Satisfied 83 52.5%
Neutral 37 23.4%
Dissatisfied 13 8.2%
Strong dissatisfied 0 0
HRA allowance provided by the company ?

90
80
70
60
50
40
30
20
10
0
highly satisfied satisfied neutral dissatisfied strongly dissatisfied
frequancy percentage
Figure no. 9
Interpretation:
HRA full form is House Rent Allowance. It is a part of your salary provided by the employer for
the expenses incurred towards rented accommodation. You can claim HRA exemption only if
you are residing in a rented houseThat us survey topic that questionnaire satisfied with HRA
allowance provide by the company within employees.
Highly unnecessary satisfied employees are total of number that 4 and after that satisfied of
employees 83 employee and employee neutral reply that 37 answer and dissatisfied and strong
dissatisfied employee of total number most minimum answer that 13
41
4.10 Is the company hours at the company satisfactory?
Table no. 10
frequency percentage
Satisfied 79 50%
Neutral 48 30.4%
Strongly dissatisfied 0 0
Figure no. 10
Interpretation:
The job working satisfaction survey process answer that like satisfied employee 79 and
dissatisfied employees of total that 12.
Job hour time satisfaction is defined as the level of contentment employees feel with their job
this goes beyond their daily duties to cover satisfaction with term. As working hours increasing
the job satisfaction may also increase in working hours leads and higher earnings
42
4.11 Are u satisfied with the medical leave provided by organization?
Table no. 11
frequency Percentage
Highly satisfied 19 12%
Satisfied 64 40.5%
Neutral 42 26.6%
Strongly dissatisfied 0 0
Figure no.11
Interpretation:
The Factories Act of 1948 stipulates that each worker or employee who has worked a least
240 days in a calendar year is entitled to 12 working days of paid leave or annual leave. For
adult and juvenile employees, paid or earned leave time durations vary (under the age of 15
years)
this survey methods in like known that a highly satisfied employee total of that 64 and
dissatisfied employees answer like that 32 employees in the company
43
4.12 Are you satisfied with the physical working condition of the company?
Table no. 12
satisfied 59 37.3%
Neutral 54 34.2%
Strongly dissatisfied 5 3.16%
highly satisfied satisfied neutral dissatisfied storngly dissatisfied
Figure no. 12
Interpretation:
Physical work environment includes ergonomics (physical exposure), exposure to chemicals

and particles, exposure to noise and vibration, climate, lighting and safety. Within RISE
there is broad knowledge and experience of competence in these different areas.
Working conditions refers to the working environment and aspects of an employee's terms
and conditions of employment. This covers such matters as: the organisation of work and work
activities; training, skills and employability; health, safety and well-being; and working time
44
4.13 Are you satisfied with the retirement benefits provide by the company?
Table no. 13
Satisfied 58 36.7%
Neutral 47 29.7%
Figure no. 13
Interpretation:
Retirement plans: Retirement benefits allow employees to earn employer contributions or
save and invest some of their wages for the future. Opportunities to enroll in these plans and
automatic payroll deductions support and simplify the process of preparing employees for
retirement.
In this survey methods total of response dissatisfied employee are most like that employee are in
36 and employee are satisfied that 13 employees
45
4.14 Are you satisfied with the training and development facilities available
from the from the company?
Table no. 14
Frequency percentange
Satisfied 66 41.8%
Neutral 41 25.9%
Dissatisfied 30 19%
Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied
Figure no. 14
Interpretation:
Training and development initiatives are educational activities within an organization that are
designed to improve the job performance of an individual or group. These programs
typically involve advancing a worker's knowledge and skill sets and instilling greater motivation
to enhance job performance.
In this survey that knows employees satisfaction like that total of employees Are 66 and
dissatisfied employees are 30 employees in company organization
46
4.15 Are you satisfied with the welfare facilities provided to the employees by
the organization?
Table no. 15
Satisfied 66 41.8%
Neutral 47 29.7%
Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied
Figure no. 15
Interpretation:
Employee satisfaction level of welfare facilities means “To take care of well being of workers by
employers, trade unions and governmental agencies. It's besides removing dissatisfaction help to
develop loyalty in workers towards the organization.
Total of responses employees like that option are in satisfied employees in 66 employees and
dissatisfied employees in company are that 30
47
4.16 DO YOU FIND ANY STRESS IN YOUR CURRENT JOB POSITION?
Table no. 16
Strongly agree 13 8.2%
Agree 72 45.6%
Neutral 31 19.6%
Disagree 39 24.7%
Strongly agree Agree Neutral Disagree Strongly agree
Figure no. 16
Interpretation:
Job stress can be defined as the harmful physical and emotional responses that occur when
the requirements of the job do not match the capabilities, resources, or needs of the
worker. Job stress can lead to poor health and even injury.
That survey methods like that employees total of agree employees are that number 72 employees
and disagree employees stress are not that us 39 employees
48
4.17 EMPLOYEE GET APPRECIATION AND REWARDS IF THE
DESIRED WORK/TARGETS ARE ACCOMPLISHED
Table no. 17
Frequency Percentage
Strongly agree 19 12%
Agree 78 49.4%
Neutral 34 21.5%
Disagree 21 13.3%
Strongly disagree 6 3.79%
Strongly agree Agree Neutral Disagree Strongly disagree
Figure no. 17
Interpretation:
Increased productivity and engagement. Decreased employee turnover. Greater employee

satisfaction and enjoyment of work. Improved team culture
That survey knows that employees working skills and get appreciation and rewards desired that
works are in target of employees most like employee agree with that and total of employee 16
disagree that survey .
49
4.18 DOES THE COMPANY PROVIDE A SATISFACTORY SALARY
ACCORDING TO YOUR WORK?
Table no. 18
Agree 71 44.9%
Neutral 39 24.7%
Disagree 29 18.4%
Figure no. 18
Interpretation:
salary satisfaction is defined as the degree to which employees are satisfied with their current
salary. More specifically, employees compare the efforts they make with the salary they get and
with others' salary and then decide how much efforts they will make at work.
That survey known that showing up results that us employee are like that agree satisfaction and
employee most of 29 disagree are liked that.
50
4.19 YOUR WORKING IS ACCORDING TO YOUR QUALIFICATIONS
AND SKILLS?
Table no. 19
Agree 64 40.5%
Neutral 42 26.6%
Disagree 32 20.3%
Figure no. 19
Interpretation:
Special skills are the traits and abilities you possess that make you particularly qualified for
a position. Interviewers ask about your best skills because they want to gauge how you can
contribute to their company's success
Traits and abilities process of employee like that showing results that employees of total 64
employee are liked skill up method match that working and happiness working time and
motivates all time enjoyable working like that and disagree employees are of total that 32
employees
51
4.20 DID THE COMPANY HAVE A GOOD CAREER PROSPECT FOR ITS
EMPLOYEES?
Table no. 20
Agree 64 40.5%
Neutral 45 28.5%
Disagree 31 19.6%
3% 9%
20%
40%
28%
Figure no. 20
Interpretation:
Career growth can help you reach your full potential. This is because it pushes you to take
advantage of new opportunities, rather than staying where you're at for too long. Advancing your
career will give you additional motivation at work
Total of employee are that liked up agree employees are 64 responses and disagree
employee working and career growth that 31 employees
52
4.21 DID YOUR COMPANY RECOGNIZE AND ACKNOWLEDGE YOUR
WORK?
Table no. 21
Agree 73 46.2%
Neutral 43 27.2%
Disagree 24 15.2%
Figure no. 21
Interpretation:
Public acknowledgment is a great way to inspire and motivate people, while rewarding specific
team members for a job well done. Email blasts, announcements at company meetings, and
other company-wide correspondence is a great way to recognize employees
That’s survey results showing that chat process up total employee fully agree that 73 employees
and disagree employees like that 24 up .
53
4.22 DO YOU GET CONTINUOUS FEEDBACK BY THE
MANAGER,SUPEIOR OR SURBORDINATES?
Table no.22
Agree 51 31%
Neutral 49 32.3%
Disagree 37 23.4%
Figure no.22
Interpretation:
Continuous feedback in performance management refers to frequent, informal, in the moment
comments, insights or information an individual receives about their performance from
their manager or colleagues, as opposed to a once a year event, like a performance appraisal.
That’s survey methods up resulting total of 58 employees response in employees agree with the
statement 49 and disagree with statement are that 37 employees
54
4.23 WHICH OF THE MOST FOLLOWING FACTORS MOTIVATES YOU
MOST?
Promotion 37 23.4%
Salary increase 98 6.25%
Motivational talks 25 16.55%
Recognition 18 11.4%
Others 12 7.6%
Chart Title
promotion
salary increase
motivational talks
recognition
others
0 20 40 60 80 100 120
frequency
Interpretation:
have always been motivated by the desire to meet a deadline. Setting and reaching deadlines
gives me such a sense of accomplishment.
that’s many of survey response liked that employee 2 response employees most liked that all of
the sector and also many of employees like that salary increases employee are most like
company time up salary for a every a month time that notice up and motivational talks are
employees like that in company organization
55
CODE BOOK
Column Variable Variable Name Question Coding instruction
Number Number Number values
1 2 Gender 2 Male = 1
Female = 2
2 2 Age 3 Below 20 Years = 1
20-30 Years = 2
30-40 Years = 3
40-50 Years = 4
50 Years above = 5
3 3 Marital Status 4 Married = 1
Unmarried = 2
4 4 Educational Qualification 5 H.S.C = 1
Diploma = 2
Graduate = 3
Post Graduate = 4
5 5 Department 8 Dyeing department = 1
Spinning department = 2
Weaving department = 3
Finishing department =4
Technical department=5
HR department=6
6 6 designation 9 Manager = 1
HR = 2
7 7 Years of experience 1-1 Less than 2 Year = 1
2 to 4 Year = 2
5 to7 Year = 3
7 Years & above = 4
8 8 Years of experience in this 1-2 Less than 2 Year = 1
organization? 2 to 4 Year = 2
5 to7 Year = 3
7 Years & above = 4
9 9 Are you satisfied with the 1-3 Strongly satisfied = 1
HRA allowance provided by Dissatisfied = 2
the company? Neutral = 3
dissatisfied = 4
Strongly dissatisfied= 5
medical leave provided by Dissatisfied = 2
the organization? Neutral = 3
dissatisfied = 4
medical leave provided by Dissatisfied = 2
56
the organization? Neutral = 3
dissatisfied = 4
physical working condition Dissatisfied = 2
of the company? Neutral = 3
dissatisfied = 4
Retirement Benefits Dissatisfied = 2
provided by the company? Neutral = 3
dissatisfied = 4
training and development Dissatisfied = 2
facilities available from the Neutral = 3
company? dissatisfied = 4
welfare facilities provided Dissatisfied = 2
to the employees by the Neutral = 3
organization? dissatisfied = 4
16 16 Do you find any stress in 4-1 Strongly agree = 1
your current job position? agree = 2
Neutral = 3
Disagree = 4
Strongly disagree = 5
17 17 Employees get appreciation 4-2 Strongly agree = 1
and rewards if the desired agree = 2
work/targets are Neutral = 3
accomplished? Disagree = 4
18 18 Does the company provide a 4-3 Strongly agree = 1
satisfactory salary according agree = 2
to your work? Neutral = 3
Disagree = 4
19 19 Your working is according 5-1 Strongly agree = 1
to your qualifications and agree = 2
skills? Neutral = 3
Disagree = 4
20 20 Did the company have a 5-2 Strongly agree = 1
good career prospect for its agree = 2
employees? Neutral = 3
57
Disagree = 4
21 21 Did your company 5-3 Strongly agree = 1
recognize and acknowledge agree = 2
your work? Neutral = 3
Disagree = 4
22 22 Do you get continuous 5-3 Strongly agree = 1
feedback by the agree = 2
manager,superior or Neutral = 3
subordinates? Disagree= 4
23 23 Which of the following 5-3 Promotion = 1
factors which motivates you Salary increase = 2
must ? Motivational talks = 3
Recogntation = 4
Others = 5
58
CHAPTER 5
FINDING,CONCLUSION AND
SUGGESSIONS
59
FINDING
 Majority of respondents that is 76% male.
 Majority of the respondents that is 57% were fall in the category of age of 30-40 years.
 Majority of the respondents that 80% age of employee is marital status is married
 Majority of the respondents that 35% H.S.C Education qualification employees and
minimum 7% employees is post graduate completely.
 Majority of the respondents that employees most years of experience that is 50%
employees 2 to 4 years working experience in different kind of skils
 Majority of the respondents that employees most years of experience with company work
skills & department in employees 5 to 7 years in 40% employees
 Majority of the respondents that employees satisfied with HRA allowance provided by
the company in most satisfied employees 60% and dissatisfaction employees 10%
 Majority of the respondents that employees working hours satisfaction that employees is
50% and dissatisfied employees 5%
 Majority of the respondents that medical leave by the organization employees responses
is very good and satisfaction
 Majority of the respondents that physical working condition is very better
 Majority of the respondents that satisfied employees 40% retirement benefits provide by
the company for employees facilities.
 Majority of the respondents that training and development facilities for employees very
hard and better than all textiles company results,
 Majority of the respondents that welfare facilities provide for employees career is very
cool and best.
 Majority of the respondents that stress in job position feel employees physically in 50%
 Majority of the respondents that qualifications with working skills in department
ewmployees satisfied most fully.
 Majority of the respondents that employees with company career is very most powerfull
strong position in market.
 Majority of the respondents that employees motivates factor in promotion and salary
increase that,
60
CONCLUSION
The main purpose of doing this project is to know the how textile industries are finances and
what helps them to achieve sales targets. There may be some problems are raised by
implementation of new policy but they are doing their work frequently
Performance appraisal may be understood as the assessment of an individual's performance in a

systematic way. The performance being measured against such factors as job knowledge, quality
and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation,
judgment, versatility, health and the like. It also helps in developing strength and rectifies
weakness of the employees
Sanghvi spinners 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
Sanghvi spinners 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 property 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
Performance appraisal system is essential in fast growing scenario. Managing performance of

employees is challenge for very organization. Employee ability and commitment play a vital role
for individual and organizational growth. To obtain employee performance and to sustain
competitive edge, motivation plays significant part. Hence, every organizaation have
performance appraisal system. It is a subset of an organizational performance management. This
present study related with employee satisfaction and performance appraisal in IT industry
specifically in Bangalore. The sample of 158 respondents was selected based on systematic
random sampling method constituting 1 percent of the population under study.
61
SUGGESTION
• Leadership style is a key factor in determining how people feel about the company and how
motivated they are. The leader should be supportive to their subordinate The appropriate
leadership style improves the performance of the leaders satisfaction them to do work with
productivity • Every organization is characterized by a particular type of reward structure, often
differing from person to person and from department to department. If the organization wants
more productivity from employees they have to adopt new reward policies.
• Recognition is not only to make employees feel good about their work and accomplishments.
The more these specific behaviours are recognized, the more frequently an employee will repeat
them. This is the other side of the coin of why we discipline employees
. • Employees want to feel that they are part of something bigger than just their job. This only
helps employees feel informed; the information actually helps them to make the best possible
decisions in their daily activities.
• An understanding attitude should be reflected in the way an employee receives correction and
discipline. making work interesting and planning a career path for them would demonstrate that a
manager or supervisor has taken into consideration an individual employee's 76 strengths and
talents prior to assigning the work So, The motivational factors such as interesting work, career
advancement opportunities, good working conditions should be focused by employer.
• The true opportunity for every manager or supervisor in this area is actually in everyday
conversation and interaction. It is during these times that an employee determines if you truly
care and understand. The employer should be available whenever they face work related
problems.
• Ultimately, you should aim to provide more than just a paycheck to your employees. If all your
business means is a source of a paycheck, any comparable paying job will suffice. Provide them
with challenges, opportunities for development and advancement, recognition, prestige, and a
place that they can feel proud to work at.
• Dial into this entrepreneurial spirit by giving Gen Z employees a dose of autonomy. Don’t just
give them tasks; let them focus on a new project that is directly tied to your business’s success..
• If you assign a new task , don’t just send an email with the new requirements. Tell your
employees what’s changing and how that change will affect the larger goals of the company.
62
BIBLIOGRAPHY
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PERFORMANCE AND JOB SATISFACTION IN PHILIPPINES. School of Social Sciences,
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64
ANNEXURE
PERSONAL DETAILS
1) Name:
2) Gender:
A) Male ( )
B) Female ( )
3) Age:
A) Below 20 Years ( )C) 30-40 Years ( )
B) 20-30 Years ( ) D) 40-50 years ( )
E) 50 Years above ( )
4) Marital Status:
A) Married ( )
B) Unmarried ( )
PROFESSIONAL DETAILS
5) Educational Qualification:
A) H.S.C ( ) B) Diploma ( )
C) Graduate ( ) D) Post Graduate ( )
6) Department:
7) Designation:
8) Years of Experience:
A) Less than 2 Year ( )
B) 2 to 4 Year ( )
C) 4 ear & above ( )
D) 6 year & above ( )
9) Years of Experience in this Organization:

A) Less than 2 Year ( ) C) 5 to7 Year ( )
B) 2 to 4 Year ( ) D) 7 Years & above ( )
65
SATISFACTION
Statements Highly Satisfied Neutral Dissatisfied Strongly dissatisfied
satisfied
1) Are you satisfied

with the HRA
allowance provided by
the company?
2) Is the working hours
at the company
satisfactory?
with the medical leave
provided by the
organization?
4)Are you satisfied with
the physical working
condition of the
company?
with the Retirement
Benefits provided by
the company?
with the training and
development facilities
available from the
company?
with the welfare
facilities provided to the
employees by the
organization?
66
Statements Strongly Agree Neutral Disagree Strongly disagree
agree
1) Do you find any
stress in your current
job position?
2) Employees get
appreciation and
rewards if the desired
work/targets are
accomplished?
3) Does the company
provide a satisfactory
salary according to your
work?
4) Your working is
according to your
qualifications and
skills?
5) Did the company
have a good career
prospect for its
employees?
6) Did your company
recognize and
acknowledge your
work?
7) Do you get
continuous feedback by
the manager,superior or
subordinates?
1) Which of the following factors which motivates you most?

a) Promotion ☐
b) Salary increase ☐
c)Motivational talks ☐
d) Recognition ☐
e) Others
67

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A

“A STUDY ON SATISFACTION TOWARDS PERFORMANCE APPRAISAL

SDJ International College, Vesu

Affiliated to: Veer Narmad South Gujarat University, Surat

Partial requirement for the fulfillment of the Degree of

Bachelor of Business Administration (BBA)

Surti Devan Ganeshbhai

Under the Guidance of

Dr. Chintan Shah

SDJ International College,

Date : Surti devan

April, 2022 Surti devan

Chapter Content PageNo.

1.1 HISTORY OF COMPANY 2

3.1 PROBLEM OF THE STATEMENT 25

3.1 NEED OF STUDY 26

5 FINDINGS AND CONCLUSION 59

Sr.No. PARTICULAR PageNo.

4.2 AGE GROUP 34

4.3 MARITAL STATUS 35

4.4 EDUCATIONAL QUALIFICATION 36

4.8 YEARS OF EXPERIENCE IN ORGANIZATION 40

4.9 HRA ALLOWANCE 41

4.10 WORKING HOURS SATISFACTORY 42

4.11 MEDICAL LEAVE 43

4.12 PHYSICAL WORKING CONDITION 44

4.13 RETIREMENT BENEFITS 45

4.14 TRAINING AND DEVELOPMENT FACILITIES 46

4.15 WELFARE FACILITIES 47

4.16 FIND STRESS IN JOB 48

4.17 APPRECIATION AND REWARDS IF DESIRED 49

4.19 QULIFICATIONS AND SKILLS 51

4.20 GOOD CAREER PROSPECT 52

4.21 RECOGNIZE AND ACKNOWLEDGE 53

4.22 FEEDBACK BY THE MANAGER, SUPERIOR 54

4.23 MOTIVATES FACTORS 55

Sr.No. PARTICULAR PageNo.

4.2 AGE GROUP 34

4.3 MARITAL STATUS 35

4.4 EDUCATIONAL QUALIFICATION 36

4.11 MEDICAL LEAVE 43

4.19 QULIFICATIONS AND SKILLS 51

4.20 GOOD CAREER PROSPECT 52

4.21 RECOGNIZE AND ACKNOWLEDGE 53

4.22 FEEDBACK BY THE MANAGER, SUPERIOR 54

4.23 MOTIVATES FACTORS 55

“Sanghvi Spinners Pvt. Ltd”, are a well-renowned entity, engaged in manufacturing,

Company profile details

Nikita Kalpesh Jariwala, director with SANGHVI SPINNERS PRIVATE LIMITED, is

Mrugesh Kalpesh Jariwala

Mrugesh Kalpesh Jariwala, director with SANGHVI SPINNERS PRIVATE LIMITED,

1.4 Overview of Yarn Requirements for Weaving and Knitting

1.5 Influence of the Yarn on Fabric Properties

1.6.1 Introduction of Performance Appraisal

1.6.2 Concept of Performance Appraisal

LAYOUT INVITING ANY OTHER

INTRODUCTION BECOMING CLOSE

REVIEWONG AND RECORDING MAIN

1.6.4 BENEFITS OF PERFORMANCE APPRAISAL

1. Feedback:Performance appraisals provide employees with feedback regarding their

2. Goal setting:Performance appraisal sessions provide an opportunity for discussions that

3. Career management:Performance appraisal sessions also provide opportunity for