CHAPTER-

CHAPTER-IV

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 Respondents’ profile and their perceptions on performance management system at
Satyam Venture Engineering Pvt.Ltd

Section - A

Profile of the respondents at Satyam Venture Engineering Pvt Ltd.

This chapter provides an account of the respondent (employees) in Satyam Venture
Engineering (P) Ltd, based on the analysis of demographic, social, occupational and
educational features of the sample. This chapter provides a base line account of
respondents which will provide a wholesome picture of the respondents.

4.1 Introduction
The sample for the study includes 101 employees belonging to the operations division of
SATVEN. The respondents have been working as analysts, designers, lead engineers,
project managers, consultants, business development executives trainee engineers and
project leaders in different sections of operations department like BMW, TRW etc. The
most important aspect of their work is to create designs according to the customer
requirement and to deliver them. Project leaders and project managers supervise the
overall work done by the team members and also they are responsible for the output of
their team.

4.2 Demographic Profile

The data of the respondents is analyzed according to the demographic features such as:
age, marital status, gender, educational qualifications, years of service, and nature of work
of the respondents. Most of the employees are very young and there are some freshers in
the sample. Almost all the employees are technically qualified so, it becomes important to
understand their aspirations and manage their performance accordingly. Managing
knowledge workforce is the major challenge of this century. The age group of the
respondents is ranged from 21 to 40 years. For the purpose of the analysis, the
respondents are classified into three age groups i.e. below 30 years representing the
young, 30 to 40 years (the middle aged) and above 40 years.

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It is evident from Table 4.1.1 that 44.56 percent of the respondents are below 30 years,
55.45 percent of the respondents are in the age group of 30-40years and only 0.99 per cent
of the respondents are above 40 years. Highest number of respondents are in the age
group of 30 - 40 whose percentage is 55.45 and the lowest number of respondents are in
the age group of above 40 years whose percentage is only 0.99.
The situation regarding the marital status of respondents as shown in Table 4.1.2
indicates that majority of the respondents are married (59.41%). The rest of the
respondents (40.59%) are unmarried. It is evident from table 4.1.3 that 88.12 percent of
respondents are male and 11.88 percent are women.

4.3 Occupational profile of the respondents

The occupational profile of the respondents is discussed in the following paragraphs,
taking into account their department, designation, nature of work and length of service.
As noted earlier the respondents have been taken from different wings namely BMW,
TRW etc. of operations department. Table 4.1.4 shows number of respondents taken from
different employee levels. Percentage of employees belonging to level 1 is 4.95, level 2 is
0.99 percent, level 3 is 22.77percent, level 4 is 31.68percent, level 5 is 18.81percent, level
6 is 9.90percent, level 7 is 8.92, and where as 1.98percent of the respondents are from
level 8.
When the distribution of respondents by designation is considered Table 4.1.5 shows that
percentage of trainee engineers is 3.96, that of co-coordinators is only 0.99percent, design
engineer is 6.93percent, designer is 5.94percent, analysts is 12.87percent, sr.analyst is
11.88percent, sr.designer is 15.84percent, sr.design engineer is 4.96percent, specialist is
18.81, sr.specialists is 10.89percent, business development executives is 0.99 percent,
asst.project managers is 0.99percent, sr.lead engineer is 0.99percent, project leaders is
0.99percent, project managers is 0.99percent and asst.consultants is 1.98percent. Out of
the entire group of respondents team members constitute about 79.20percent and team
leaders, project leaders and project managers constitute about 20.79percent ratio
corresponding to the number of employees in the organization.

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SATVEN commenced its operations only in 2000 as a joint venture between Satyam
Computer Services Pvt.Ltd and Venture Global Engineering, LLC. Hence almost all the
employees are very young they are serving the organization with 10 years and below
service. Table 4.1.7 shows employees with total years of service. Total service is taken
into consideration as it has direct impact on performance and relationships at work. Only
4.95 per cent of the respondents possess experience above 15 years. Thus the employees
are very young.

The majority of the respondents is in technical employment and enjoys sr.designer,

specialist, analyst, lead engineers etc. designations. This indicates that the unit is
technologically superior. Most of these employees are working in the technologically
superior and complicated projects of the unit like BMW, TRW, and Ford etc. The
employees are relatively young and possess length of service below 15 year is an
indication of the employees growth along with the growth of the unit.
4.4 Educational Background of the respondents
The Educational background of the respondents is discussed taking into account the
respondents' general educational qualifications and technical qualifications. The
educational qualifications possessed by the respondents in our study range from B.Tech
to M.Tech and on the technical front the qualifications ranged from specialists in CAD,
CAM, CAE and Diploma holders in engineering. The distribution pattern of
respondents by their lowest to highest educational qualifications is shown in Table 4.1.6,
indicates that most of the respondents attained (75.24%) B.Tech degree, about 18.81%
have attained M.Tech/MS/ME qualifications. Only 5.94% are diploma holders and
graduate degree holders.
The educational profile reveals that majority of the respondents are engineering graduates
and most of them are in their early career phase with this the general aspirations of the
employees can be clearly understood.

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4.5 Length of service of the respondents
Length of service is discussed taking into account their experience in the present
organization. Table no:4.1.7 shows respondents in six categories 0 to 1(4.98%),1 to 3
years(10.97%),21.99 percent have experience of 3 to 5 years. Majority(39.98%) of the
respondents have experience ranging between 5 to 10 years. 18.99 percent of the
respondents have experience ranging between 10 to 15years at the same time percentage
of respondents having experience above 15 years is 2.97. Table values clearly indicate
that most of the employees have experience ranging between 3 to 10 years and there are
very few employees with experience over 15 years. It indicates that the organization is
rather very young.

4.6 Distribution of respondents according to the nature of work

In the table no:4.1.8 The respondents are divided according to their nature of work.
Respondents are divided into two categories ie, associates and project leaders or team
leaders. 79.20% are associates and 20.79% are team leaders, project leaders, project
managers. It is seen that majority of the respondents are associates. Both the category of
employees are taken according to their corresponding ratios.

Table 4.1.1
Distribution of respondents according to their age
n = 101
Age Group Respondents

Number Percentage

Below 30 45 44.56

30 to 40 55 54.45

Above 40 1 0.99

Total 101 100

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Table 4.1.2
Distribution of respondents according to their marital status
n = 101
Marital Status Respondents
Number Percentage
Married 60 59.41
Unmarried 41 40.59
Total 101 100.00

Table 4.1.3
Distribution of respondents by gender
n = 101
Gender Respondents
Number Percentage
Male 89 88.12
Female 12 11.88
Total 101 100.00

Table 4.1.4
Distribution of respondents by the level of employment
n = 101
Pay scales Respondents
Number Percentage
Level 1 5 4.95
Level 2 1 0.99
Level 3 23 22.77
Level 4 32 31.68
Level 5 19 18.81
Level 6 10 9.90
Level 7 9 8.92
Level 8 2 1.98
Total 101 100.00

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Table 4.1.5
Distribution of respondents by designation
n = 101
Designation Respondents

Number Percentage

Trainee Engineer 4 3.96

Co-coordinator 1 0.99

Design Engineer 7 6.93

Designer 6 5.94

Analyst 13 12.87

Sr.Analyst 12 11.88

Sr.Designer 16 15.84

Sr.Design Engineer 5 4.96

Specialist 19 18.81

Sr.Specialist 11 10.89

Business-

-Development(exe) 1 0.99

Asst.ProjectManager 1 0.99

Sr.Lead Engineer 1 0.99

Project Leader 1 0.99

Project Manager 1 0.99

Asst.Consultants 2 1.98

Total 101 100.00

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Table 4.1.6
Distribution of respondents by general qualifications

n = 101
Qualification Respondents

Number Percentage

Diploma 6 5.94

B.Tech/BE 76 75.24

M.Tech/ME/MS 19 18.82

Total 101 100.00

Table 4.1.7
Distribution of respondents by length of service

n = 101
Length of service Respondents

Number Percentage

0 to 1 5 4.95

1 to 3 11 10.89

3 to 5 22 21.78

5 to 10 40 39.60

10 to 15 19 18.80

Above 15 3 4.98

Total 101 100.00

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Table 4.1.8
Distribution of respondents by Nature of employment

n = 101
Nature of work(Zone) Respondents

Number Percentage

Team members 80 79.21

Project leaders/Project 21 20.79

Managers/Team
leaders

Total 101 100.00

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 SECTION – B

Respondents' perceptions on Performance Management System

In this section the sampled 101 respondents' perceptions have been presented. It has
already been stated that the responses have been obtained with help of a questionnaire
consisting of 5-point Scale (i.e.) 'Strongly agree' to 'strongly disagree'. A positive
answer on the questions are marked positively i.e., for 'strongly agree' response, 5-points
are allotted, for 'slightly Agree' 4-points are allotted, for 'no opinion' answer 3-points are
allotted and for the negative answers i.e., 'disagree' and 'strongly disagree' 2 and 1-point
are allotted respectively. The averages on perceptional - responses have been computed
item-wise and the results are reported. The following parameters are analyzed based on
the research questions formulated.

1. Perceptions on Performance support systems in the Organization.

2. Perceptions on general understanding of Performance Management System
3. Perceptions on Performance Management as it applies to the current job.
4. Perceptions of Managers and Team leaders who conduct performance reviews.
5. Perceived effectiveness of Performance Management System followed.
6. Ranking given to different aspects according to their order of preference.
7. Perceptions on impact of Dyadic relations on ones’ performance.
8. Overall perception on the system.

4.7 Employees’ perceptions at Satyam Venture Engineering Pvt.Ltd

Perceptions of employees on Performance Management System have been obtained by
using the following items in the questionnaire. The entire questionnaire is divided into
five parts:
Questions in the first part were used to analyze the employees’ perceptions on general
understanding of various organizational support systems at SetVen, second set of
questions attempt to examine the general understanding of employees on performance
Management System, third set of questions attempt to analyze the impressions of

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respondents on Performance Management as it applies to the current role and the fourth
set of questions attempt to analyze the impressions of team leaders, project managers on
the Performance Management system at SetVen and the last part attempts to identify
different motivational factors according to their order of preference and to examine the
employees perception on dyadic relations. The following are the sub headings under
which these aspects are analyzed:
1 Performance support system
Employee motivation and performance management
A Organizational culture
a) Employee empowerment
b) Employee commitment
B Organizational policies
a) Organizational communication
b) Training and development.
c) Reward and recognition.
d) Performance Management Process
C General Impression on the system
2 Performance management-organizational construct (general understanding of
Performance management
A Opinions on PMS in relation to general system
B Perceptions of employees and HR nexus

3 Perceived role, supervision and PMS (impressions on Performance Management

as it applies to the current role
A Perceptions on Performance Management System
B Performance Management enablers
C Uses of performance outcome

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4 Perceptions of team leaders and project leaders on Performance Management
System
A Perceptions on Performance Management System
B Performance Management enablers
C Uses of performance outcome

5 Dyadic relations

Research question one (a)

1) What is the satisfaction level of employees with the
a) Performance Support Systems existing in the organization.

4.8 Employees’ perceptions on Performance Support System in the organization

Performance support system in the organization includes the policies and procedures
which motivate employees to perform better. The data presented in Table 4.2.1 indicates
perceptions of employees on performance support systems of the organization which are
presented under two sub categories.

1) Organizational culture and employee motivation: Good work environment is one

of the important factors for employees to contribute effectively to their organizations.
Under this category the researcher made an attempt to study the organizational cultural
and motivational aspects and the results were computed and presented in table 4.2.1.
Based on the data it can be seen that 31.73 percent of the respondents have strongly
agreed that employees were satisfied with the organizational cultural aspects, 42.7 percent
of the employees slightly agreed to that, 15.8 percent of the employees and 8.9 percent
disagreed with the statement that organizational cultural and motivational aspects in the
organization.

2) Organizational policies. Organizational policies are the most important aspects

based on which the organizations work therefore the organizational policies are analyzed.

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Policies on organizational communication system, training and development, reward and
recognition, performance management systems Etc. from the data it can be clearly seen
that 27.7 percent of the employees strongly agreed that policy on organizational
communication is better, 25.7 percent slightly agreed, whereas 25.7 percent slightly
disagreed and 20.8 percent strongly dis- agreed that organizational communication
systems of the organization.

Adequate training must be provided to both the appraiser and the appraisee in order to
avoid the many rating errors that are common in performance appraisal. Training should
include cultural, legal and customer differences by country providing managers with the
tools to improve on the process. Managers must also be given the opportunity to build the
required relationship with these employees. Steven H. Appelbaum, Michel Roy, Terry
Gilliland, (2011)

20.8 percent of the employees strongly agreed 39.6 percent slightly agreed, 24.8 percent
slightly disagreed where as 14.9 percent strongly disagreed that the training and
development policy of the organization are satisfactory. 22.8 percent of the employees
strongly agreed, 27.8 percent slightly disagreed, 26.7 percent of the employees slightly
disagreed whereas 22.7 percent strongly disagreed that reward and recognition policy of
the organization are satisfactory.

Opinions on Performance Management Policy were analyzed and it was found out that
36.6 percent strongly agreed, 37.6 percent slightly disagreed, 19.8 percent slightly
disagreed, and 7.9 percent strongly disagreed that Performance Management System of
the organization is satisfactory. Responses regarding Performance feedback and objective
setting need improvements along with communication, training and development, reward
and recognition policies which the employees

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Table 4.2.1
Satisfaction level of employees with the Performance Support Systems in the
Organization n = 101
Number of the respondents
Perception SA SLA NOP SLD SD
I-Performance support systems 30 43 1 16 11
a-Organizational culture and employee motivation (29.8) (42.7) (0.99) (15.8) (10.8)
Employees are empowered 34 44 1 16 6
Employees are committed to the organization (33.66) (43.6) (0.99) (15.8) (5.9)
Impression on total culture and motivational 32 43 1 16 9
aspects in the organization (31.73) (42.7) (0.99) (15.8) (8.9)
b-Organizational Policies 28 26 0 26 21
-Communication (27.7) (25.7) (25.7) (20.8)
Communication system is very good 21 40 0 25 15
-T&D (20.8) (39.6) (24.8) (14.9)
Training and Development initiatives are very 23 28 0 27 23
good (22.8) (27.8) 0 (26.7) (22.7)
-Reward & recognition 55 32 9 5
Reward and recognition system is very good (54.6) (31.6) (8.9) (4.9)
-PMS 27 36 1 29 8
Performance expectations are clearly defined (26.7) (35.6) (0.99) (28.7) (7.9)
25 45 0 20 11
Performance objectives are clearly set (24.8) (44.6) (19.8) (10.9)
36 38 1 20 8
Feedback is regularly given (35.6) (37.6) (0.99) (19.8) (7.9)
Impression on total PMS
SA: Strongly Agree;SLA : Slightly agree; NOP : No opinion, SLD: Slightly Disagree;SD : Strongly
Disagree.

Hence, it can be concluded that Performance Management policy was found to be more
satisfying and employees agreed that Performance Expectations are clearly communicated

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but felt that some modifications can bring about considerable change to these policies and
make them more effective.
Research question one (b)
b) How do employees understand Performance Management System in general?

4.9 Employees’ understanding of Performance Management System in general.

The data presented in Table 4.2.2 reveal the impressions of employees on the general
understanding of Performance Management System, which indicates what the employees
generally feel about Performance Management System. This can be studied based on the
following parameters.

Individual development: It can be understood from the data that 52.5 percent of the
employees strongly agreed that Performance management system helps in individual
development. 36.15 percent slightly agreed, only 6.4 percent slightly agreed whereas only
4.9 percent strongly disagreed that performance management system helps in individual
development.

As an instrument to control employees: From the data it can be seen that 14.9 percent
strongly agreed that Performance Management System can be used as a controlling
device, 34.7 percent of the employees slightly agreed with it, 24.8 percent slightly
disagreed whereas 25.7 percent strongly disagreed that Performance Management System
helps in control.
Career development: 17.8 percent strongly agreed that Performance Management System
helps in career development, 33.7 percent slightly agreed, 31.7 percent slightly disagreed
whereas 15.8 percent of the employees strongly disagreed that Performance Management
Systems help in career development of employees.

Organizational development: As per the data 17.8 percent of the employees strongly
agreed that performance management system helps in organizational development, 33.7

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percent slightly agreed, 31.7 slightly disagreed whereas 15.8 percent strongly disagreed
that performance management system helps in organizational development.

Improvement of team work: 34.7 percent strongly agreed that performance management
system improves teamwork, 48.5 percent slightly agreed, 11.9 percent slightly disagreed
whereas 4.0 percent of the employees strongly disagreed that Performance Management
System helps in improvement of teamwork.

Motivation: 48.5 percent strongly agree that Performance Management System motivates
employees, 33.7 percent slightly agree, 11.9 percent of the employees slightly disagree
whereas 5.9 percent of the employees strongly disagree that Performance Management
System motivates employees.

Uses and outcome: Discussing about the perceptions of employees on the uses and
outcome of the Performance Management System the researcher observed that 22.8
percent of the employees strongly agree that outcome of Performance Management
System is used only by the HR department, 19.8 percent slightly agree, 24.8 percent
slightly disagree whereas 32.7 percent strongly disagree that the outcome of Performance
Management System is only used by the HR department.

Improvement of relationship: From the data it can be understood that 45.5 percent of the
employees strongly agreed that Performance Management initiatives help in improving
relationships among employees, 34.6 percent slightly agreed with the statement, 0.99
percent were of no opinion, 9.9 percent of the employees slightly disagreed, whereas 8.9
percent strongly disagreed with it.

Performance Management initiatives serve as a record of individual performance: From

the data it can be analyzed that 40.6 percent strongly agreed with the statement, 43.6
percent slightly agreed, 10.9 percent slightly disagreed, whereas 4.9 percent strongly
disagreed with the statement.

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Performance Management is about making employees work harder: As per the data 23.8
percent strongly agreed that Performance Management initiatives make employees work
harder, 44.6 percent slightly agree with it, 22.8 percent slightly disagree, whereas only 8.9
percent strongly disagree with the statement.

Performance Management helps only in deciding the pay of employees: 30.6 percent of
the employees strongly agree that Performance Management only helps in deciding the
pay of employees, 33.7 percent slightly agreed, 23.8 percent slightly disagreed, whereas
only 11.9 percent strongly disagreed with the statement.

Table 4.2.2
Employees’ understanding of Performance Management System in general
n = 101
Number of the respondents
Perception SA SLA NOP SLD SD
Individual development 53(52.51) 36(35.15) 0 7(6.4) 54.9)
Helps to control 15(14.9) 35(34.7) 0 25(24.8) 26(25.7)
Career development 18(17.8) 34(33.7) 1(0.99) 32(31.7) 16(15.8)
Organizational development 19(18.8) 31(30.7) 0 26(25.7) 25(24.8)
Team work 35(34.7) 49(48.5) 1(0.99) 12(11.9) 4(4.0)
Motivation 49(48.5) 34(33.7) 0 12(11.9) 6(5.9)
Uses and outcome 23(22.8) 20(19.8) 0 25(24.8) 33(32.7)
Improves relations 46(45.5) 35(34.6) 1(0.99) 10(9.9) 9(8.9)
Record individual
performance 41(40.6) 44(43.6) 0 11(10.9) 5(5.0)
Hard work 24(23.8) 45(44.6) 0 23(22.8) 9(8.9)
Pay related issues 31(30.6) 34(33.7) 0 24(23.8) 12(11.9)
SA: Strongly Agree; SLA: Slightly Agree; NOP: No Opinion; SLD: Slightly Disagree; SD: Strongly
Disagree

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Hence, from the computed data it is observed that the employees had certain
apprehensions about Performance Management initiatives and its uses. Some initiatives
need to be implemented so that employees would understand the importance of
Performance Management System and encourage its implementation.
Research question one (c)
c) How is Performance Management System helpful to employees in their present
job?
4.10 Employees’ Perceptions on how Performance Management System helps in
their present job.
The employees should be satisfied with the Performance Management Systems and its
uses. The outcome of the Performance Management System should be helping the
employees in their current role which would ensure their participation willingly. The
work environment should also promote positive psychological conditions and enable
employees' willing to perform the job. These are the psychological factors which would
help an employee to contribute effectively to the organization.

The data presented in Table 4.2.3 is analyzed by the researcher under the following heads:
Skill development, Career Development, helps in fixing realistic standards, Satisfaction
with Reviews, Motivation, Building Relationships, helps in concentrating on business,
and pre Performance Training. Considerably good number of respondents has positively
responded to the items on the questionnaire on the above aspects. An impression on each
aspect is analyzed below.

Skill development: The outcome of Performance Management should help in skill

development so as to gain maximum involvement of the employees. In this regard the
responses were analyzed and the from the data it can be observed40.6 percent strongly
agreed that Performance Management helps in skill development, 39.6 percent slightly
agreed, 0.99 percent did not respond, 7.9 percent slightly disagreed, and 10.9 percent
strongly disagreed that Performance Management helps in skill development.

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Career Development: From the data it is seen that 41.6 percent strongly agreed, 38.6
percent slightly agreed, 10.9 percent slightly disagreed, where as 8.9 percent strongly
disagreed that Performance Management helps in development of employees’ Careers.
Helps in fixing realistic standards: From the data it can be seen that 22.8 percent strongly
agreed, 51.5 percent slightly agreed, 12.9 percent slightly agreed, and another 12.9
percent strongly disagreed that Performance management helps in fixing realistic job
standards.

Satisfaction with Reviews: 18.8 percent strongly agreed that they are satisfied with the
performance reviews, 41.6 percent slightly agreed, 21.7 percent slightly disagreed,
whereas 17.8 percent strongly disagreed that employees are satisfied with the way
Performance Standards were fixed. Appraisal frequently creates both actual and perceived
injustice in organizations and a tension between managing performance and encouraging
engagement, which is dependent on perceptions of fairness. The appraisal should be
within a framework of organizational justice and encourage further research into areas of
organizational effectiveness. Caroline Ann Rowland, Roger David Hall, (2012)

Motivation: 18.8 percent strongly agreed, 37.6 percent slightly agreed, 25.7 percent
slightly disagreed, whereas 17.8 percent strongly disagreed with the statement stating that
Performance Management System motivates employees.

Building Relationships: From the data it can be seen that 21.7 percent strongly agreed that
Performance Management initiatives helps in building relationships at work place, 28.7
slightly agreed, 28.7 percent slightly disagreed, whereas 20.7 percent strongly disagreed
that Performance Management initiatives help in building workplace relationships.

Help in concentrating on business: Performance management initiatives help employees

to concentrate on the business needs. 47.5 percent strongly agree 30.7 percent slightly
agreed, 14.9 percent slightly disagreed, whereas only 6.9 percent strongly disagreed with
the statement.

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Pre Performance Training: 14.9 percent strongly agreed that employees were given
adequate training in using the Performance Management forms, 36.6 percent slightly
agreed, 25.7 percent slightly disagreed whereas 22.8 percent strongly disagreed that
proper training was given to the employees in using the Performance Management forms.
From the responses it is seen that even though the company implements Performance
Management System. The employees need to understand its uses and applicability to their
current job.

Hence, while concluding it can be said that the employees have to be made clearer on the
benefits of Performance Reviews as responses regarding reviews require attention.
Employees also feel that adequate training should be given to them before reviews so as
to make them more clear about the process of Performance Management. By and large the
data indicated in Table 4.2.3 suggest that the respondents have perceived that the
applicability of Performance Management to their current role to be positive.

Table 4.2.3
Employees’ Perceptions on how Performance Management System helps in their
present job.
n =101
Number of the respondents
Perception SA SLA NOP SLD SD
Skill development 41(40.6) 40(39.6) 1(0.99) 8(7.9) 11(10.9)

Career development 42(41.6) 39(38.6) 0 11(10.9) 9(8.9)

Helps in fixing realistic standards 23(22.8) 52(51.5) 0 13(12.9) 13(12.9)

Satisfaction with performance review 19(18.8) 42(41.6) 0 22(21.7) 18(17.8)

Motivation 19(18.8) 38(37.6) 0 26(25.7) 18(17.8)

Building relations 22(21.7) 29(28.7) 29(28.7) 21(20.8)
Business concentration 48(47.5) 31(30.7) 0 15(14.9) 7(6.9)

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 Training and development 15(14.9) 37(36.6) 0 26(25.7) 23(22.8)

SA: Strongly Agree; SLA: Slightly Agree; NOP: No Opinion; SLD: Slightly Disagree; SD: strongly
disagree

Research question one (d)

d) How do employees perceive Dyadic relations existing in the organization?
What are the impressions of employees’ on the PMS system existing in the organization?

4.11 Perceptions on Dyadic Relations

Dyadic relations play an important role for a person to perform properly therefore the
researcher made an attempt to understand its impact and also to understand the dyadic
relations in the company. From table 4.2.4 it can be seen that 30.7 percent have strongly
agreed that dyadic relations existing in the organization are very good. 30.1 percent have
slightly agreed with it, 21.2 percent have slightly disagreed and whereas 17.8 percent
have strongly disagreed with the impression that dyadic relations are very good in the
organization.

From the data it can be seen that 61.4 percent of the employees ie, majority of the
employees agree that dyadic relations play an important role on ones’ performance, 34.6
percent slightly agree, only 2.9 percent slightly disagree where as 0.9 percent strongly
disagree that Dyadic relations play an important role on ones’ performance. The data can
be seen in table 4.2.6.

The data from table 4.2.4 shows that 43.6 percent slightly agreed that the overall system
is very good and does not need any change. Whereas, the percentage of respondents who
slightly disagreed and those who strongly disagreed also is considerably high. The total
percentage of employees is around 51 percent. Hence, it can be concluded that the overall
system in the organization needs some amount of change and also the system should be
made clear to the employees so that their co operation can also be invoked for the
successful implementation of Performance Management System

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Table 4.2.4
Perceptions on Dyadic relations and impressions on the overall system
n = 101
Number of the respondents
Perception SA SLA NOP SLD SD

Dyadic relations in organization

Dyadic relations existing in the 30.7 30.1 0.22 21.2 17.8
organization are very good
General perception on dyadic relations
Dyadic relations have an impact on the 61.4 34.6 0 2.9 0.9
performance of employees
Overall impression on the system
The system existing is very good and 3.96 43.6 0 27.7 24.7
does not need any change
SA : Strongly Agree; SLA : Slightly Agree; NOP : No Opinion; SLD : Slightly Disagree; SD :
Strongly Disagree
Research question one (e)
e) What are the impressions of employees on the effectiveness of the system?

4.12 Perceptions on effectiveness of the system

The effectiveness of the system can be understood from different angles. The system is
said to be effective if it is transparent, it is said to be effective if it aims at development, if
it aims at developing mutual respect among the employees, if the system is fair and
equitable, if the organizational climate is conducive, if the system is relevant to the
context ie. Suitable to the organization.

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From the data given in table 4.2.5 it is noticed that a vast majority agreed that it aims at
development, employees have mutual respect for one another which is another good sign,
and the system is fair and equitable. But when coming to transparency and organizational
climate it was noticed that even though majority agree that the organization is having a
transparent system and also the climate is conducive, there is a considerable number of
employees who strongly and slightly disagree, meaning that the organization should
concentrate in these aspects.

Hence, it can be concluded that the employees have a good opinion on the system but,
certain amount of support from organization is required so that the system could yield the
desired result.
Table 4.2.5
Impressions on effectiveness of the system
n = 101
Percentage of the respondents
Perception SA SLA NOP SLD SD

System is Transparent 28.3 31.2 0.1 23.2 17.2

System aims at Development 34.7 40.5 0.3 13.9 10.6
Employees have Mutual respect 42.1 26.4 0.6 14.5 16.4
System is Fair and equitable 32.3 35.7 0.2 19.1 12.7
Organizational climate is conducive 29.8 33.8 0.5 19.4 16.5
System is relevant to the context 30.9 32.5 0 17.4 19.2
SA : Strongly Agree; SLA : Slightly Agree; NOP : No Opinion; SLD : Slightly Disagree; SD :
Strongly Disagree

Research question one (f)

1) What? Are the general impressions of employees on the
f) Ranking given to different motivational aspects.
4.13 Ranking given to different aspects according to their order of preference.

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The analysis of the different aspects that motivate employees is important so, that it helps
in understanding the preferences of employees which in turn helps the managers in
designing retention strategies. According to the data in table no: 4.2.6 the ranking given
to different aspects is tabulated and presented. The different aspects analyzed are:

Increase in pay: The use and design of performance pay in public and private services
linked to appraisal have not always improved organizational performance and can
contribute to reduced motivation. Peter Prowse, Julie Prowse, (2009) . According to the
data it can be seen that 20.8 percent of employees have given 1st rank to increase in pay,
29.7 percent of the employees have given 2nd rank, 22.8 percent have given 3rd rank, 12.9
percent of the employees have ranked it 4th, 13.9 percent have ranked it 5th.

Good work place relations: According to the data it is seen that 39.6 percent of the
employees ranked it 1st, 29.7 percent ranked it 2nd, 17.8 percent have ranked it 3rd, 6.9
percent have ranked it 4th, whereas only 5.9 percent have ranked it 5th.

Autonomy at work place: According to the data it is seen that only 5 percent of the
employees ranked it 1st, 12.9 percent ranked it 2nd, 13.9 percent have ranked it 3rd, 22.8
percent have ranked it 4th, whereas 45.6 percent have ranked it 5th.
Rewards and recognition: According to the data it is seen that only 5.9 percent of the
employees ranked it 1st, 5 percent ranked it 2nd, 19.8 percent have ranked it 3rd, 38.9
percent have ranked it 4th, whereas 30.7 percent have ranked it 5th.

Challenging assignments: According to the data it is seen that only 28.7 percent of the
employees ranked it 1st, 22.8 percent ranked it 2nd, 25.7 percent have ranked it 3rd, 18.8
percent have ranked it 4th, whereas 4 percent have ranked it 5th.

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Table 4.2.6
Ranking given to different aspects that motivate employees to work for the
organizations
n = 101
Number of the respondents
Perception Rank1 Rank2 Rank3 Rank4 Rank5

Increase in pay 21(20.8) 30(29.7) 23(22.8) 13(12.9) 14(13.9)

Good work place relations 40(39.6) 30(29.7) 18(17.8) 7(6.9) 6(5.9)
Autonomy at work place 5(5.0) 13(12.9) 14(13.9) 23(22.8) 46(45.6)
Rewards and recognition 6(5.9) 5(5.0) 20(19.8) 39(38.9) 31(30.7)
Challenging assignments 29(28.7) 23(22.8) 26(25.7) 19(18.8) 4(4.0)

SA : Strongly Agree; SLA : Slightly Agree; NOP : No Opinion; SLD : Slightly Disagree; SD :
Strongly Disagree
Therefore, in total if noticed it is seen that majority of the employees have given 1st rank
to good work place relations, next 2nd rank is given to challenging assignments, next 3rd
rank is given to increase in pay and in total autonomy at work place is ranked 4th, and
next it is rewards and recognition which is given 5th rank.
Conclusion
In this chapter the general impressions of employees on the performance support systems,
General beliefs of the system, applicability of the performance outcome to the employees’
current organizational role, impressions on the effectiveness of the system and the
ranking given to different motivational aspects were analyzed. It is observed that the
impression on performance support systems was positive. Similarly impressions on all the
other systems were also found to be positive. It is interesting to note that work place
relations were found to be the most important motivational aspect according to majority
of the employees the variations in perceptions on the given dimensions would be analysed
in the next chapter.

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