A STUDY OF EMPLOYEES PERFORMANCE

APPRAISAL IN BRITISH AGRO

PRODUCTS (INDIA) PVT LTD

Submitted by

MERLINVASANTHI S
Reg No: 421221631024

of
KARPAGA VINAYAGA
COLLEGE OF ENGINEERING&TECHNOLOGY
TECHNOLOGY
MADHURANTHAGAM – 603308
A PROJECT REPORT
Submitted to the

Faculty of Management Studies

In Partial Fulfillment of the Requirements for the Award of the Degree

of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY
CHENNAI 600 025

MAY -2023
 KARPAGA VINAYAGA COLLEGE OF ENGINEERING AND
TECHNOLOGY,
Department of Management Studies

:
BONAFIDE CERTIFICATE

Certified that the Project report titled “A STUDY OF EMPLOYEES

PERFORMANCE APPRAISAL IN BRITISH AGRO PRODUCTS (INDIA)

PVT LTD” is the bonafide

work of MISS.MERLINVASANTHI.S (REG NO: 421221631024) who

carried out the research under my supervision.Certified further that to the best of my

knowledge the work reported herein does not form part of any other project report or

dissertation on the basis of which a degree or award was conferred on an earlier

occasion on this or any other candidate.

(GUIDE) HEAD OF THE DEPARTMENT

INTERNAL EXAMINAR EXTERNAL EXAMINAR

 DECLARATION

I, the undersigned, hereby declare that the Project Report entitled “A STUDY

OF EMPLOYEES PERFORMANCE APPRAISAL IN BRITISH AGRO

PRODUCTS (INDIA)PVT LTD” written and submitted by me to theANNA

UNIVERSITY, CHENNAI in partial fulfillment of the requirements of the award of

Master of Business Administration under the guidance of Mrs. Elavarasi, Assistant

Professor, Department of Management Studies is my original work and the

conclusion drawn therein based on the material collected by myself.

MERLINVASANTHI.S
Place:

Date:
 ACKNOWLEDGEMENT
With profound gratitude and due regards I whole heartedly and sincerely
acknowledge with thanks the opportunity provided to me by our Respectful Director
Tmt.Meenakshi Annamalai for allowing me to do this project in partial fulfillment
for the degree of Master of Business Administration under Anna University,
Chennai.

I thank our respectable Advisor Dr.V.C. Ravichandran for his effective

advice and support for planning and processing of the project.

I thank our dedicated Principal Dr. P. Kasinatha Pandian for his valuable
suggestions and timely advice which helped me in completing this project on
schedule.

I thank our Dr. S. Shahul Ameed, Professor and Head of the Department
for his motivation, guidance and useful tips for completing the project.

I would like to extend my hearty gratitude to Dr. S. Senthil Kumar,

Associate Professor, Mrs. L. Praveena, Assistant Professor and Mrs. Elavarasi,
Assistant Professor, Department of Management Studies for instructing, guiding
and encouraging me incarrying out this project work.

I would like to thanks to BRITISH AGRO PRODUCTS (INDIA) PVT LTD

for guiding, supporting and encouraging for doing the project in our company.

I am highly indebted to my parents and all my dear ones without whose

constant love and encouragement all these would not have been possible.
 ABSTRACT

The effectiveness of employee’s performance appraisal helps to know about

the current performance appraisal system and implication of the system on
organisation.
The organisation maintaining 250 employees in organisation in performance
appraisal doing performance evaluation techniques followed to assess performance on
employees. The assessment done by the immediate supervisors in each level Through
the study we can understand what the current performance level of employees in and
what employees is and what employees feelings about current performance appraisal
system are and we know what are the improvement need to do improve current
performance is the study sample size 120. Where I got information form employees
to conclude the study tools used in this study for analysis are percentage analysis, chi
square test, weighted average method.
Performance appraisal is the process of determining how well the employees
do their jobs in relation to establish the standard and communication of that
assessment to employees. It can be also be called as. Performance review and
employee rating, merit rating, staff assessment etc., it used in many organisation to
evaluate current performance and measures have to be takes to improve future
performances.
 TABLE OF CONTENTS

CHAPTER CONTENTS PAGE NO

TITLE PAGE
BONAFIDE CERTIFICATE
ACKNOWLEDGEMENT
ABSTRACT
LIST OF TABLE
LIST OF CHART

CHAPTER - I 1
1.1 INTRODUCTION
1.2 OBJECTIVES OF THE STUDY 7
I
1.3 SCOPE OF THE STUDY 8
1.4 LIMITATIONS OF THE STUDY 9
1.5 COMPANY PROFILE 10

CHAPTER -II
II 13
REVIEW OF LITERATURE

CHAPTER - III 17
III
RESEARCH METHODOLOGY

IV CHAPTER - IV 22
DATA ANALYSIS & INTERPRETATION

CHAPTER -V
52
V 5.1 FINDINGS
5.2 SUGGESTIONS 54
5.3 CONCLUSION 55

CHAPTER - VI 56
ANNEXURE
VI 59
QUESTIONNAIRE
BIBLIOGRAPHY
 LIST OF TABLES

S.NO TITLE PAGE NO

1 AGE OF THE RESPONDENTS 22

2 GENDER OF THE RESPONDENTS 23

3 MARITAL STATUS OF THE EMPLOYEES 24

4 EDUCATION QUALIFICATION OF THE

25
RESPONDENTS

5 EXPERIENCE OF THE EMPLOYEES 26

6 INCOME OF THE RESPONDENTS 27

7 MEASURE OF PERFORMANCE APPRAISAL 28

8 SATISFACTION LEVEL ON PRESENT APPRAISAL

29
SYSTEM

9 IDENTIFY STRENGTH AND WEAKNESS 30

10 FORMAL FEEDBACK OF YOUR PERFORMANCE 31

11 MEASURES TO IMPROVE THE PERFORMANCE TO

32
THE MARK

12 WHO DOES THE APPRAISAL 33

13 COMFORTABLE TO DISCUSS THE GRIEVANCES 34

14 THERE IS ANY PERSONAL BIAS CREEPS WHILE

35
APPPRAISAL

15 APPRAISAL IMPROVES MOTIVATION A JOB

36
SATISFACTION

16 PERFORMANCE APPRAISAL INFLUENCES WORK

37
BEHAVIOUR

17 INCREMENT IN YOUR SALARY PERFORMANCE

38
APPRAISAL

18 APPRAISALHELPS TO WIN CO-OPERATION AND

39
TEAM WORK
S.NO TITLE PAGE NO
19 FIND THE PERFORMANCE APPRAISAL IN THIS
40
ORGANISATION

20 THE PERFORMANCE REVIEW TAKE PLACE 41

21 RATE YOUR OVERALL PERFORMANCE IN LAST

42
ONE YEAR

22 DURATION OF PERFORMANCE APPRAISAL FOR

43
FRASHERS

23 FEELS ABOUT ORGANIZATIONAL APPRAISAL

44
PROGRAM

24 APPRAISAL SYSTEM HELP IN THE PERFORMANCE 45

25 HELP EACH EMPLOYEE TO DISCOVER HIS

46
POTENTIAL

26 APPRAISAL PROVIDES TOP MANAGEMENT PLANS

47
A BUSINESS GOAL

27 EMPLOYEE TO EXPRESS HIS DEVELOPMENTAL

48
NEEDS
 LIST OF CHARTS

S.NO TITLE PAGE NO

1 AGE OF THE RESPONDENTS 22

2 GENDER OF THE RESPONDENTS 23

3 MARITAL STATUS OF THE EMPLOYEES 24

4 EDUCATION QUALIFICATION OF THE

25
RESPONDENTS

5 EXPERIENCE OF THE EMPLOYEES 26

6 INCOME OF THE RESPONDENTS 27

7 MEASURE OF PERFORMANCE APPRAISAL 28

8 SATISFACTION LEVEL ON PRESENT APPRAISAL

29
SYSTEM

9 IDENTIFY STRENGTH AND WEAKNESS 30

10 FORMAL FEEDBACK OF YOUR PERFORMANCE 31

11 MEASURES TO IMPROVE THE PERFORMANCE TO

32
THE MARK

12 WHO DOES THE APPRAISAL 33

13 COMFORTABLE TO DISCUSS THE GRIEVANCES 34

14 THERE IS ANY PERSONAL BIAS CREEPS WHILE

35
APPPRAISAL

15 APPRAISAL IMPROVES MOTIVATION A JOB

36
SATISFACTION

16 PERFORMANCE APPRAISAL INFLUENCES WORK

37
BEHAVIOUR

17 INCREMENT IN YOUR SALARY PERFORMANCE

38
APPRAISAL

18 APPRAISALHELPS TO WIN CO-OPERATION AND

39
TEAM WORK
S.NO TITLE PAGE NO
19 FIND THE PERFORMANCE APPRAISAL IN THIS
40
ORGANISATION

20 THE PERFORMANCE REVIEW TAKE PLACE 41

21 RATE YOUR OVERALL PERFORMANCE IN LAST

42
ONE YEAR

22 DURATION OF PERFORMANCE APPRAISAL FOR

43
FRASHERS

23 FEELS ABOUT ORGANIZATIONAL APPRAISAL

44
PROGRAM

24 APPRAISAL SYSTEM HELP IN THE PERFORMANCE 45

25 HELP EACH EMPLOYEE TO DISCOVER HIS

46
POTENTIAL

26 APPRAISAL PROVIDES TOP MANAGEMENT PLANS

47
A BUSINESS GOAL

27 EMPLOYEE TO EXPRESS HIS DEVELOPMENTAL

48
NEEDS
 CHAPTER-I

INTRODUCTION
INTRODUCTION OF PERFORMANCE APPRAISAL

Appraisal is the evaluation of worth, quality or merit. In the organisation context,

performance appraisal is a systematic evaluation of personal by superiors or others familiar
with their performance. Performance appraisal is also described as merit rating in which one
individual in ranked in us better or worse in comparison to other. Performance appraisal is the
process of evaluating the performance and qualifications of the employee in terms of the
requirements of the job for which he is employed.

For the purpose of administration including placement, selection for promotion,

providing financial rewards, and other actions which require differential treatment among the
members of a group as distinguished from actions affecting all members equally, Performance
appraisal is a systematic appraisal of the employee personality and performance on the job and
is designed to determine his contribution and relative worth to the firm.

MEANING OF PERFORMANCE APPRAISAL:

Performance appraisal is concerned with measuring and evaluating employee’s
performance the task of after he is placed on a job. In those days the task of measuring the
employee’s efficiency was left to the judgement and opinion of the managers. But in modern
times, a scientific approach is needed to find out qualities and merits of the employee
performance of the individual employee.

DEFINITION:

According to DALE S.BEACH, (1980) “performance appraisal is the process of

evaluating the performance and qualifications of the employee in terms of the requirements of
the job for which he is employed. For the purpose of administration including placement,
selection for promotion, providing financial rewards and other actions which requires
differential treatment among the members of a group as distinguished from actions affection
all members equally

1
 According to the FLIPPO, “performance appraisal is the systematic periodic and an
impartial rating of an employee’s excellence in matters pertaining to his present job his
potential for development.

According to the C.HEYAL – ENCYCLOPEDIA OF MANAGEMENT

(1973) “Performance appraisal is the systematic evaluation of the individual with regard to his
or her performance on the job and his potential for development.

TECHNIQUES / METHODS OF PERFORMANCE APPRAISALS

Numerous methods have been devised to measure the quantity and quality of
performance appraisals. Each of the methods is effective for some purposes for some
organizations only. None should be dismissed or accepted as appropriate except as they relate
to the particular needs of the organization or an employee.
Broadly all methods of appraisals can be divided into two different categories.
• Past Oriented Methods
• Future Oriented Methods

Past Oriented Methods:

Rating Scales:

Rating scales consists of several numerical scales representing job related performance
criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges
from excellent to poor. The total numerical scores are computed and final conclusions are
derived

Checklist:
Under this method, checklist of statements of traits of employee in the form of Yes or
No based questions is prepared. Here the rather only does the reporting or checking and HR
department does the actual evaluation.

2
Forced Choice Method:
The series of statements arranged in the blocks of two or more are given and the rater
indicates which statement is true or false. The rater is forced to make a choice. HR department
does actual assessment. Advantages – Absence of personal biases because of forced choice.
Disadvantages – Statements may be wrongly frame

Forced Distribution Method:

Here employees are clustered around a high point on a rating scale. Ratter is compelled
to distribute the employees on all points on the scale. It is assumed that the performance is
conformed to normal distribution.

Critical Incidents Method:

The approach is focused on certain critical behaviours of employee that makes all the
difference in the performance. Supervisors as and when they occur record such incidents.

Behaviourally Anchored Rating Scales:

Statements of effective and ineffective behaviours determine the points. They are said
to be behaviourally anchored. The ratter is supposed to say, which behaviour describes the
employee performance.

Field Review Method:

This is an appraisal done by someone outside employees’ own department usually from
corporate or HR department. Advantages – Useful for managerial level promotions, when
comparable information is needed

Performance Tests & Observations:

This is based on the test of knowledge or skills. The tests may be written or an actual
presentation of skills. Tests must be reliable and validated to be useful. Advantage – Tests may
be apt to measure potential more than actual performance
Confidential Records:
Mostly used by government departments, however its application in industry is not
ruled out.

3
 Here the report is given in the form of Annual Confidentiality Report (ACR) and may
record ratings with respect to following items; attendance, self expression, team work,
leadership, initiative, technical ability, reasoning ability, originality and resourcefulness etc.
The system is highly secretive and confidential.

Feedback to the assessed is given only in case of an adverse entry. Disadvantage is that
it is highly subjective and ratings can be manipulated because the evaluations are linked to HR
actions like promotions etc.

Essay Method:
In this method the ratter writes down the employee description in detail within a number
of broad categories like, overall impression of performance, promote ability of employee,
existing capabilities and qualifications of performing jobs, strengths and weaknesses and
training needs of the employee. Advantage – It is extremely useful in filing information gaps
about the employees that often occur in a better-structured checklist. Disadvantages – It its
highly dependent upon the writing skills of ratter and most of them are not good writers. They
may get confused success depends on the memory power of ratters.

Cost Accounting Method:

Here performance is evaluated from the monetary returns yields to his or her
organization. Cost to keep employee, and benefit the organization derives is ascertained. Hence
it is more dependent upon cost and benefit analysis.

Comparative Evaluation Method (Ranking & Paired Comparisons):

These are collection of different methods that compare performance with that of other co-
workers. The usual techniques used may be ranking methods and paired comparison method.
• Ranking Methods: Superior ranks his worker based on merit, from best to worst.
However how best and why best are not elaborated in this method. It is easy to
administer and explanation.
• Paired Comparison Methods: In this method each employee is rated with another
employee in the form of pairs. The number of comparisons may be calculated with the
help of a formula as under.

4
Future Oriented Methods:

Management by Objectives:
It means management by objectives and the performance is rated against the achievement
of objectives stated by the management. MBO process goes as under.
• Establish goals and desired outcomes for each subordinate
• Setting performance standards
• Comparison of actual goals with goals attained by the employee
• Establish new goals and new strategies for goals not achieved in previous year.

Psychological Appraisals:
These appraisals are more directed to assess employees potential for future performance
rather than the past one. It is done in the form of in-depth interviews, psychological tests, and
discussion with supervisors and review of other evaluations.

Assessment Centres:
This technique was first developed in USA and UK in 1943. An assessment centre is a
central location where managers may come together to have their participation in job related
exercises evaluated by trained observers. The characteristics assessed in assessment centre can
be assertiveness, persuasive ability, communicating ability, planning and organizational ability,
self confidence, resistance to stress, energy level, decision making, sensitivity to feelings,
administrative ability, creativity and mental alertness etc.

360-Degree Feedback:
It is a technique which is systematic collection of performance data on an individual
group, derived from a number of stakeholders like immediate supervisors, team members,
customers, peers and self. In fact anyone who has useful information on how an employee does
a job may be one of the appraisers.

5
ADVANTAGES OF PERFORMANCE APPRAISAL

It is said that performance appraisal is an investment for the company which can be
justifiedby following advantages:

Promotion:

Performance Appraisal helps the supervisors to chalk out the promotion

programmes for efficient employees. In this regards, inefficient workers can be dismissed
or demoted in case.

Compensation:

Performance Appraisal helps in chalking out compensation packages for employees.

Merit rating is possible through performance appraisal. Performance Appraisal tries to give
worth to a performance. Compensation packages which include bonus, high salary rates, extra
benefits, allowances and pre-requisites are dependent on performance appraisal. The criteria
should be merit rather than seniority.

Employees Development:

The systematic procedure of performance appraisal helps the supervisors to frame

training policies and programmes. It helps to analyze strengths and weaknesses of employees
so that new jobs can be designed for efficient employees. It also helps in framing future
development programmes.

Selection Validation:

Performance Appraisal helps the supervisors to understand the validity and importance
of the selection procedure. The supervisors come to know the validity and thereby the strengths
and weaknesses of selection procedure. Future changes in selection methods can be made in
this regard.

6
OBJECTIVES OF THE STUDY

Primary objective:
To identify the employee performance appraisal in British Agro Products (India) Pvt
Ltd

Secondary objective:
To Study about the impact of performance appraisal in British Agro Products (India)
Pvt Ltd

To evaluate satisfaction level of the employees in the organisation.

To analyze how the performance appraisal make efficient for employee and
organization.,

To find out the awareness among the employees about performance appraisal
system.

7
SCOPE OF THE STUDY

To find out the employees attitude by performance appraisal needs to help them
improve effectiveness of the employees in British Agro Products (India) Pvt Ltd Also
the performance helps to find out the make the employee to motivate towards job. To
provide clarity of the expectations and responsibilities of the functions to be performed
by the employees of organisation. To judge the effectiveness of the other human
resources functions of the organisation such as recruitment, selection, training, and
development.

8
LIMITATIONS OF THE STUDY

• There were a few difficulties encountered at the time of data collection by the
researcher.

• The time factors were the major constraints because of which the research could not
collect more data in shorted period.

• Some workers who answered the interview schedule were not very comfortable to
reveal their views and ideas as the feared that it will put them in a tight spot if it was
read by the management.

• Another problem faced by the researcher while interviewing the workers was difficulty
in translating the questions to them.

9
 COMPANY PROFILE

BRITISH AGRO PRODUCTS (INDIA) PVT. LTD. love to work with client who shares a vision
like ours, to continually grow, learn and be mutually beneficial to each other. They believe in keeping
our clients pleased and deliver only the best in quality, both in garments and work out. company
philosophy has shown us over the years that nothing in this business, is hard it is just challenging.

Mission:-
• Giving our customers quality, value and on-time delivery while keeping our Employeeshappy and
bring out the best all around us.

• Vision
To be a world class manufacturing unit, delivering value and happiness to our customers
through the dedication, commitment happiness of our own employees.

Commitment:-
• Quality
We are renowned for our quality and take every measure to ensure the best is given toourcustomers.

• Reliability
On time delivery us a must in the industry and we are 100% compliant.

• Relationships
Clients are very important to us, being in the hospitality business as well, we take pride to keepthem
happy.

• Employees
They are more than just capital to us, they are our competitive advantage. The happier they are, the
better off we are as a company. They believe in WOMEN EMPOWERMENT. They employ a lot of
women and make sure their needs are taken care of to the extent that we can handle.
Who we are
• As a group, they involved in manufacturing, hospitality and, real estate development.
• They have been in the textile business since: 1982 and have added, A sourcing armand
processing unit since them.
• Processing unit-BRITISH AGRO PRODUCTS (INDIA) PVT. LTD. companyprocessing ltd.

10
Key statistics

Group turnover : $15million –annual

Export markets : USA, FRANCE, GERMANY, U.K, ITALY,INDIA

No. of machines : 600

Production line : 10 Lines

Production capacity

Per month : 200 thousand units

Cut to ship ratio : 96%

Processing unit

BRITISH AGRO company processing ltd

Key features : knit fabric dyeing/finishing cotton, cotton blends garmentDyeing.Dyeing capacity
Fabric : 10 tons/day
Garments : 1500 garments/day
Laboratory : A fully equipped auto lab with all the latest equipment including Data color TF
120 lab auto dispensing system spectra flash600 from data color international.

VISION:
• To be a Globally Preferred Solutions Provider

MISSION:
• Ensure Customer Delight
• Involve Employees “Partners ”in Progress
• Enhance Shareholder Value
• Set new standards in Good Corporate Citizenship

11
PRODUCT PROFILE:
• Wiring harnesses
• Rear view mirrors
• Polymer processing, including assemblies and bumpers, cockpit assemblies and
door trims, supported by tool manufacturing.
• Modules, such as automotive lighting systems, air intake manifolds, shock
absorbers, heating ventilation and air-conditioning systems, cabins for off-
highway construction and agricultural vehicles, waste recycling systems.
• Metal working, including cutting tools, broaches, gear cutting tools, thin film
coating metals and aluminum die casted parts;
• IT, Engineering and Design for the automotive and non-automotive sectors
• Manufacturing support, including air compressors, paint coating equipment and
auxiliary equipment for injection moulding machines and automatic
manufacturing engineering services

12
 CHAPTER-II

REVIEW OF LITERATURE
The Hotel Paris’sLisa knew(1988) competitive strategy is “ To use superior guest
service to differentiate the Hotel Paris properties and to thereby increase the length of stay
and return rate of guests, and thus boost revenues and profitability. “HR manager Lisa Cruz
must now formulate functional policies and activates that support this competitive strategy,
by eliciting the required employees behaviours and competencies.

Lisa knew that the Hotel Paris performance appraisal system was archaic. When the
founders opened their first hotel, they went to an office-supply store, and purchased a pad of
performance appraisal forms. The hotel chain used these to this day. Each form is a two slide
page. Supervisors indicate whether the employees performance in terms of various standard
traits including quantity of work, quality of work, and dependability excellent, good fair, or
poor. Lisa knew that among other flaws, this appraisal tool did not force either the employee
employees or the supervisors to focus the appraisal on the extent to which the employees was
helping the hotel Paris to achieve its strategic goals.

Paul E. Levy (1995) 12(1) Performance appraisal research over the last 10 years has
begun to examine the effects of the social context on the appraisal process. Drawing from
previous theoretical work, we developed a model of this process and conducted a systematic
review of the relevant research. This review of over 300 articles suggested that as a field we
have become much more cognizant of the importance of the social context with in which the
performance appraisal process operates.

First research has broadened the traditional conceptualization of performance

appraisal effectiveness to include and emphasize rate reactions. Second the influence that the
feedback environment or feedback culture has on performance appraisal outcomes in as
especially recent focus that seems to have both theoretical and applied implications. Finally
there appears to be reasonably large set of distal variables such as technology.

Cawley, Brain D.; Keeping Lisa M., Levy (1966) The relationship between
participation in the performance appraisal process and various employee reactions was
explored through the Meta analysis of 27 studies containing 32 individual samples.
 The overall relationship between participation and employee reactions corrected for
unreliability was 61. Various conceptualizations and operationalizations of participation and
employee reactions also were discussed and analyzed. Overall appraisal participation was
most strongly related to satisfaction and value expressive participation had a stronger
relationship with mostof the reaction criteria than did instrumental participation.

In spite of the importance of performance appraisal for hotels to evaluate their

employees, the existing hospitality literature largely covers studies in Western countries only.
Prior studies have rarely investigated the issue of performance appraisal in the context of
china the world’s largest potential market for generating tourists and receiving tourists.

Dharmendra S. Mistry (1980)An attempt to make performance appraisal of Indian

two wheeler industry has been made in this paper, for the purpose of analyzing performance
appraisal of the Indian two wheeler industry analysis of sales trend and export tend has been
carried, out for the period of 8 years from 2002 to 2009.Analysis of profitability of 3 major
two wheelers players hero honda , bajai and tvs with the help of net profit ratio and return and
investment has also been carried out.

The study found that the time series analysis of domestic sales and overseas sales and
application of F test reveals that domestic sales did not increases per the expectation while to
overseas sales arose even letter than the expectations.

Form arova of net profit margin and ROI it can be concluded that there was
significant differences in the mean of net profit margin android among the selected
companies. However as far as net profit margin witnessed significant differences. Dividend
decision is of the most important functions for the finance managers. It depends on the trend
of the turnover and control of the management over the expenditure. It also affects the
decision of potential investors regarding investment in company equity and overall market
value of the company share. An attempt has been made to ascertain influence of the factors
total assets, liquidity turn over ration.

The study finds that significant increase in the selected factors influences the dividend
decisions to the great extend rather than the factors which have resulted marginal or moderate
increase. While change in liquidity inventory turnover ratio and retained earnings affects
dividend decision negatively.
 Trariq H. Ismail Radwa M. Annis(1990) Mergers and acquisitions decisions are
critical to the success of corporations and their managers. Many corporations find the best
way to get ahead ownership boundaries through mergers and acquisition. For others
separating the public ownership of a subsidiary or business segment offers more advantages.
At least in theory M&A create synergies gain economics of scale expand operations and cut
costs. Investors may expect mergers to deliver enhanced market power. It is no secret that
plenty of mergers do not work. Those who advocate mergers will argue that the mergers will
cut costs or boost revenues by more than enough to justify the price premium.

There were controversial results about the abnormal returns to the acquiring firm
shareholders. Some studies suggest no significant abnormal return while others suggest
negative and abnormal returns. If negative abnormal returns exist caused are not well known.
For example Tuch and O Sulivan (2007) and agerwal and jafee(2000) review the literature to
examine the impact of few bid characteristics on M&A performance and provide evidence on
this issue. `

K. Aswathappa, (1996) Performance Appraisals have become a fact of

organizational life. Recent research estimates that over 90% of all large organizations in the
U.S. employ some form of systematic employee appraisal and review this widespread use can
be attributed to human resource specialist’s academics and consultants who proclaim that
performance appraisal is critically needed tool for effective human resource management.
This, in turn, is based on the belief that and effectively designed, implemented and
administered performance appraisal system can provide the organisation the manage and the
employee a myriad of benefits the literature on performance appraisal generally suggest that
the appraisal process can, increase employee motivation and productivity, provide a solid
basis for wage and salary administration, the merits of the formal appraisal process are
numerous and indeed attractive to many organisation considering their use.

(Rao, 2004; DeNisi and Pritchard, 2006) In this regard, performance appraisal system
has been widely researched within organizational psychology to assess employee
performance. However, despite of resources applied and attention made to this particular
topic, prior researchers have found continuing dissatisfaction among employers and
employees about outcomes of performance appraisal systems in terms of unfair, inaccurate
and political outcomes Therefore, it is important to study the factors affecting outcomes of
performance appraisal system.
 Lawler and McDermott, (2003) Employee performance appraisal is an effective tool or
vehicle for assessment of employee performance and implementation of strategic initiatives
for the improvement of employee performance on organization. Performance appraisal has
been regarded as the most critical human resource function within organizations by which
assessors or supervisors analyze and assess performance of their subordinates of organization.

(Wood and Marshall, (2008).Literature has identified several indicators that affect the
outcomes of performance appraisal system. In this regard, one critical factor is the appraisal
source. This factor suggests that employee performance can be evaluated through multiple
sources such as supervisors, managers, self, peers and even customers of organization.

Desler (2011) argues that, it is better to have an appraisal which has problems thanto
have no appraisal at all, contrary to what Grubb (1999) has stated in the earlier literature that
appraisal should be discontinued as a practice in the organization because it is flawed and de
meaning method of improving performance. The problems in a performance appraisal can
be remedied by actually minimizing them.

Abteen Ijadi Maghsoodi (2018) the selection of appropriate Performance Appraisal

(PA) techniques and financing scales for organizations in today's dynamic and agile
environments is a challenging subject. Performance appraisal has evolved into a strategic
strategy to merging company policies with human resource activities in modern enterprises.
Finding the best PA approach is more difficult due to the presence of various elements in the
decision- making process.
 CHAPTER-III

3.1 RESEARCH METHODOLOGY

Research as an organized systematic data based, critical, objective, undertaken with the
purpose of finding solution to it. Research methodology is way to systematically solve the
problem. It is a plan of action for a research project and explains in detail how data are
collected and analyzed.

RESEARCH DESIGN

A research design is purely and simply the frame work for the study that guides the
collection and analysis of the data. It is a blue print that is following in completing a study.
There are two types of research design

• Explanatory
• Descriptive

Descriptive:

A descriptive study is taken up when the researcher is interest in knowing the

proportion of employees in a given population who have behaved in particulars names,
making projections of a certain thing. Descriptive research design is explains the root
cause of the problem is already known.

The research design in case of this study is descriptive research design.

DATA COLLECTION METHOD:

This refers to the sources to be tapped for relevant information that have decided to fulfil the
objectives of the study.

Primary data
Secondary data
Primary data

Primary data are those collected specifically by or the data user.

Primary data for the study is only from the internal sources and no external sources
was approached the data was collected through questionnaires observation and direct
personal interview.

Here we choose to get primary data for the respondents.

Secondary data:

The secondary data was collected from the books, journals, home, magazines,
periodicals and websites of the British Agro Products (India) Pvt Ltd.

SAMPLING METHOD

Probability sampling

It is a scientific technique of drawing samples from the population according to some

loss of changes which unit in the universe (or) population has some definite pre assigned
probability being selected in the people.

In these project simple random Sampling methods was adopted.

Population size:

Total population of the company was 250

Sample size

The sample size for the study undertaken by the researcher was 120.

SCALES:

A scale is s tool or mechanism by which individuals are distinguished as to how they

differ from one another of the variables of interest to the study.

In this project dichotomous scale and likert scale are used.

 STATISTICAL TOOLS USED

This collected data had been subjected to analysis by using appropriate tool.

Percentage analysis
Chi-square analysis
Weighted average method

Percentage analysis:

A percentage frequency distribution is a display of data that specifies the percentage of

observations that exist for each data point or grouping of data points. It is a particularly useful
method of expressing the relative frequency of survey responses and other data. Many times
percentage frequency distributions are displayed as tables or as bar graphs or pie charts. The
process of creating a percentage frequency distribution involves first identified the total
number of observations to be represented; then counting the total number of observations
within each data point or grouping of data points; and then dividing the number of
observations within each data point or grouping of data points. It is the proportion of the
respondent to one criterion when compared to the total respondents. In percentage analysis
charts, pie charts, etc... Are used graphically to represent the results from percentage analysis
of the questionnaires’.

Percentage = No of respondents to a variable/total no. of respondents *100

Interpret the results based on the percentage obtained by means of various suitable charts
given below:

Vertical bar charts

Horizontal charts
Line charts/ curve charts
Pie charts
Bipolar charts
Histogram

The charts allow quick comparison of any data segment. Viewers can understand pie
charts at a glance. A pie chart is especially for showing percentages since the pie chart in its
entirely equals 100%
Chi – square test:

At time the researcher is interest in determine whether the numbers of observation or

responses that fail into various categories differ from the chance. If the data are normally
scaled a chi square test if applied. When the tests are undertaken to examine whether the
sample data support the hypothetical distribution, such problems are called test of goodness
of fit.

The x2 test requires the following steps:

a) State the null hypothesis and calculate the number in each category if null hypothesis
were correct.
b) Determine the level of significance that is how much risk of the type 1 error the
research is prepared to take.
c) Calculate x2 as follow.

X 2 = ∑ [{O-E}2/E]

Where,

O- Observed frequency and E- expected frequency

d) Determine the number of degrees of freedom for the specified level of significance
andthe degree of freedom; find the critical or theoretical value of x2.
e) Compare the calculated value of x2 with the theoretical value and determine the region
of rejection.

Weighted Average method:

The weighted average method means is similar to an ordinary arithmetic mean except
that instead of each of the data points contributing equally to the final average some data
points contribute more than others. The notion of weighted means plays a role in descriptive
statistics and also occurs in more general form in several other areas of mathematics.

A weighted average multiplies each data point in arbitrary “weight” and divides by the
sumof the weights. The term weighted average usually refers to a weighted arithmetic mean.
The general formula for weighted average calculation:
Weighted average = ( x1 w1+ x2 w2+ +xn wn)/ (W1 +W2..+Wn)
= ∑i+ 1 to n (xi wi)/∑i=1 to n wi

The weighted average formula is used to calculate the average value of a particular set
of numbers with different levels of relevance. The relevance of each number is called is
weight. The weight should be represents as a percentage of the total relevancy therefore all
weights should be equal to 100% or 1.

The most common formula used to determine an average is the arithmetic mean
formula. This formula adds all of the numbers and divides by the amount of numbers. An
example would return. However the weighted average formula looks at how relevant each
number is. Say that I only happen 10% of the time while 2 and 3 each happen 45 % of the
time. The percentage in this example would be the weight the weighted average would be
2.35.

Here xi is values of the quantity whose weighted is average being calculated while wi is
the values of the responding weights so, calculated weighted average you must multiply
values of the quantity with their corresponding weights add all them up and divide them by
them sum of weights.

Steps to be followed to calculated weighted average:

The values are multiplied by a multiplicative factor.

Then divided each by the total number of sample

Find the sum of the values we got from the above help.

At last calculate the average of the total value obtained from above step.
 CHAPTER - IV

DATA ANALYSIS AND INTERPRETATION

4.1 Percentage Analysis

Table No 4.1: AGE

PARTICULARS FREQUENCY PERCENTAGE (%)

25-35 60 50

36-45 35 29

45 & ABOVE 25 21

TOTAL 120 100

Chart No 4.1: AGE

60

50
50

40

29
30
21
20

10

0
25-35 35-45 45&ABOVE

INFERENCE
From the above table and the Histogram it has been found that majority of the
respondents 50% lie in the age group of 25-35 and 29% of the respondents lie in the
age group 36-45 and the remaining 21% in the group 45 & above.
 Table No4.2: GENDER

PARTICULARS FREQUENCY PERCENTAGE (%)

MALE 80 66

FEMALE 40 34

TOTAL 120 100

Chart No 4.2: GENDER

70

60

50

40
66
30

20
34
10

0
MALE
FEMALE

INFERENCE

It is identified that 66% of the respondents were male and remain 34% of the
respondents were female.
 Table No 4.3: MARITAL STATUS

PARTICULARS FREQUENCY PERCENTAGE (%)

UN MARRIED 70 59

MARRIED 50 41

TOTAL 120 100

Chart No 4.3: MARITAL STATUS

70

60

50

40

30 59

20 41

10

0
UNMARRIED MARRIED

INFERENCE:

It is observed that table it was found that majority of the respondents 59% were
married remaining 41% were unmarried.
 Table No 4.4: QUALITICATIION

PARTICULARS FREQUENCY PERCENTAGE (%)

DIPLOMA 30 25

UNDER GRADUATE 35 29

POST GRADUATE 55 46

TOTAL 120 100

Chart No 4.4: QUALITICATIION

50
46
45
40
35
30 29
25
25
20
15
10
5
0

diploma
under graduate
post graduate

INFERENCE

From the above table it was found that majority of the respondents 46% were post
graduate and 29% were in undergraduate remaining 25% were in diploma.
 Table No 4.5: EXPERIENCE

PARTICULARS FREQUENCY PERCENTAGE (%)

Below 1 year 15 13

1-3 year 10 8

3-5 year 25 21

6-10 year 40 33

11-15 years 30 25

TOTAL 120 100

Chart No 4.5: EXPERIENCE

35
33
30
25
21 25
20
13
15
10 8
5
0

below 1 year
1-3 year
3-5 year
6-10 year
11-15 years

INFERENCE

The above table illustrated that 33% of the respondents 6-10 years experience, 25% of
the respondents had 11-15 years of experience, 21% respondents had 3-5 years experience,
13% of the respondents had below 1 year of experience and remaining 8% had 1-3 years of
experience in the organisation.
 Table No 4.6: INCOME

PARTICULARS FREQUENCY PERCENTAGE (%)

Below-7000 15 12

7000-10000 10 8

10000-15000 20 17

15000-20000 50 42

20000 and above 25 21

TOTAL 120 100

Chart No 4.6: INCOME

45
40

35

30

25

20 42

15

10 21
17
5 12
8
0
below 7000 7000-10000 10000-1500017 15000-20000 20000 & above

INFERENCE

It is analyzed that majority of the respondents 42% income was “between” 15000-
20000 per month and 21% income was between 20000 and above and 27% of income was
“between” 10000-15000 per month, 12% income was between below 7000 per month and
remaining 8% was between 7000-10000.
 Table No 4.7: MEASURE OF PERFORMANCE APPRAISAL

PARTICULARS FREQUENCY PERCENTAGE (%)

Leadership quality 10 9

Training needs 15 12

Performance 25 21

Hidden potential 30 25

Recognition of employees 40 33

TOTAL 120 100

Chart No 4.7: MEASURE OF PERFORMANCE APPRAISAL

35 33

30
25
25
21

20

15 12
9
10

0
leadership training needs performance hidden potential recognition of
quality employees

INFERENCE

From the above table shows that 33% of respondent’s appraisal is recognition of
employees and 25% of employees are measure is hidden cost and 21% respondents of
measure is performance and 12% respondents were measure on actually training needs
remaining 9% respondent’s measure in leadership quality.
 Table No 4.8 SATISFACTION LEVEL ON PRESENT APPRAISAL SYSTEM

PARTICULARS FREQUENCY PERCENTAGE (%)

Highly satisfied 40 33

Satisfied 37 30

Neutral 24 20

Dissatisfied 14 12

Highly dissatisfied 5 5

TOTAL 120 100

Chart No 4.8 SATISFACTION LEVEL ON PRESENT APPRAISAL SYSTEM

Sales
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED

5%
12%
33%

20%

30%

INFERENCE

The illustrate table that 33% of the respondents were satisfied in organizational satisfy
the present appraisal system and 30% were unsatisfied and 20% were neutral and 12% were
highly satisfied and remaining 5% were highly dissatisfied.
 Table No 4.9: IDENTIFY STRENGTH AND WEAKNESS

PARTICULARS FREQUENCY PERCENTAGE (%)

Always 37 31

Sometimes 13 10

Frequently 35 29

Rarely 20 17

Never 15 12

TOTAL 120 100

Chart No 4.9: IDENTIFY STRENGTH AND WEAKNESS

35
30
25
20
15 31
29
10
5 10 17
0 12
Always
Sometimes
Frequently
Rarely
Never

INFERENCE

It is identified that 31% respondents said always that their appraisal helps identify
strength and weakness and 29% were said frequently and 17% were said rarely and 12%
respondents said never and 10% of respondents were said sometimes.
 Table No 4.10 FORMAL FEEDBACK OF YOUR PERFORMANCE

PARTICULARS FREQUENCY PERCENTAGE (%)

Always 45 37

Sometimes 10 9

Frequently 37 31

Rarely 15 12

Never 13 11

TOTAL 120 100

Chart No 4.10 FORMAL FEEDBACK OF YOUR PERFORMANCE

40

30

20 37
31
10
9
0 12
11
Always
Sometimes
Frequently
Rarely
Never

INFERENCE

It is obtained that 37% respondents said always that formal feedback of your
performance and 31% were said frequently and 12% were said rarely and 11% respondents
said never and 9% of respondents were said sometimes.
 Table No 4.11 MESURES TO IMPROVE THE PERFORMANCE TO THE MARK

PARTICULARS FREQUENCY PERCENTAGE (%)

YES 73 61

NO 47 39

TOTAL 120 100

Chart No 4.11 MESURES TO IMPROVE THE PERFORMANCE TO THE MARK

Sales
0% 0%

NO
39%

YES
61%

INFERENCE

It has been found that the 61% of the respondents says yes measures to improve the
performance to the mark and rest of 39% them say no.
 Table No 4.12 WHO DOES THE APPRAISAL

PARTICULARS FREQUENCY PERCENTAGE (%)

Superior 55 46

Subordinate 45 37

self appraisal 5 5

Peers 6 3

all of above 9 9

TOTAL 120 100

Chart No 4.12 WHO DOES THE APPRAISAL

46
50
40 37
30
20
10
5
0 3 9
superior
subordinate
self appraisal
peers
all of above

INFERENCE

From the above table it is inferred that 46% respondents says that superior does
appraisal and 37% respondents subordinate and 9% appraisal does all of above and 5%
respondents does peers and 3% respondents self appraisal
 Table No 4.13 COMFORTABLE TO DISCUSS THE GRIEVANCES

PARTICULARS FREQUENCY PERCENTAGE (%)

Highly comfortable 20 17

Comfortable 49 41

Neutral 28 23

Not comfortable 19 15

Highly not comfortable 5 4

TOTAL 120 100

Chart No 4.13 COMFORTABLE TO DISCUSS THE GRIEVANCES

45 41
40
35
30
23
25

20 17
15
15
10
4
5
0
Highly Comfortable Neutral Not comfortable Highly not
comfortable comfortable

INFERENCE

It is identified that 41% respondents has said comfortable to discuss grievances in

front of the appraisal and 23% were neutral and 17% were highly comfortable and 15% were
not comfortable and 4% were highly not comfortable.
 Table No 4.14 THERE IS ANY PERSONAL BIAS CREEPS WHILE APPPRAISAL

PARTICULARS FREQUENCY PERCENTAGE (%)

YES 68 56

NO 52 44

TOTAL 120 100

Chart No 4.14 THERE IS ANY PERSONAL BIAS CREEPS WHILE APPPRAISAL

60
50
40
30 56
20 44
10
0
YES
NO

INFERENCE

It is found that the 56% of the respondents says yes there is no personal bias creeps in
while appraisal an employees and rest of 44% them says no.
 Table No 4.15 APPRAISAL IMPROVES MOTIVATION A JOB SATISFACTION

PARTICULARS FREQUENCY PERCENTAGE (%)

Strongly agree 15 13

Agree 35 29

Neutral 40 34

Disagree 17 14

Strongly disagree 13 10

TOTAL 120 100

Chart No 4.15 APPRAISAL IMPROVES MOTIVATION A JOB SATISFACTION

34
35
29
30
25
20
13 14
15
10
10
5
0
STRONGLY AGREE NEUTRAL DISAGREE STRONGLY
AGREE DISAGREE

INFERENCE

It is identified that 34% respondents has said neutral to respondents agree with
performance appraisal improves motivation an job satisfaction and 29% were agree and 14%
were disagree and 13% were strongly agree and 10% were strongly disagree.
 Table No 4.16 PERFORMANCE APPRAISAL INFLUENCES WORK BEHAVIOUR

PARTICULARS FREQUENCY PERCENTAGE (%)

Strongly agree 53 44

Agree 27 23

Neutral 10 8

Disagree 23 19

Strongly disagree 7 6

TOTAL 120 100

Chart No 4.16 PERFORMANCE APPRAISAL INFLUENCES WORK BEHAVIOUR

50
45
40
35
30
25
20 44
15
10 23
19
5 8 6
0
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DIS
AGREE

INFERENCE

From the above table shows that 44% respondents has said strongly agree think
performance appraisal influences the work behaviour of respondents and 23% were agree and
19% were disagree and 8% were neutral and 6% were strongly disagree.
 Table No 4.17 INCREMENT IN YOUR SALARY PERFORMANCE APPRAISAL

PARTICULARS FREQUENCY PERCENTAGE (%)

YES 88 73

NO 32
27

TOTAL 120 100

Chart No 4.17INCREMENT IN YOUR SALARY PERFORMANCE APPRAISAL

80

70

60

50

40
73
30

20
27
10

0
YES NO

INFERENCE

Form the above the shows 73% respondents said receive increment on salary after
performance appraisal and remaining 27% were say no.
 Table No 4.18 APPRAISALHELPS TO WIN CO-OPERATION AND TEAM WORK

PARTICULARS FREQUENCY PERCENTAGE (%)

Highly acceptable 39 32

Acceptable 11 9

Neutral 48 41

Un- acceptable 15 12

Highly un- acceptable 7 6

TOTAL 120 100

Chart No 4.18 APPRAISALHELPS TO WIN CO-OPERATION AND TEAM WORK

45 41
40
35 32

30
25
20
15 12
9
10 6
5
0
Highly Acceptable Neutral Un acceptable Highly un
acceptable acceptable

INFERENCE

From the above table shows that 41% of respondents neutral accept performance
appraisal helps to win co operation and team work and 32% respondents were highly
acceptable and 12% respondents were not acceptable and 9% of respondents were accepting
the team work remaining 6% were highly unacceptable.
Table No 4.19 FIND THE PERFORMANCE APPRAISAL IN THIS ORGANISATION

PARTICULARS FREQUENCY PERCENTAGE (%)

Simple 32 27

Complicated 13 11

objective 45 37

subjective 18 15

inefficient 12 10

TOTAL 120 100

Chart No 4.19 FIND THE PERFORMANCE APPRAISAL IN ORGANISATION

40 37
27
30

20
11 15
10
10
0
Simple
Complicated
Objective
Subjective
Inefficient

INFERENCE

It is found that 37% respondents said objective of find the performance appraisal in
this organisation and 27% respondents were simple and 15% respondents were simple and
11% respondents were complicated and remaining 10% respondents were inefficient.
 Table No 4.20 THE PERFORMANCE REVIEW TAKE PLACE

PARTICULARS FREQUENCY PERCENTAGE (%)

15 12
Once a month

20 17
Every 3 month

35 29
Every 6 month

50 42
Every 1 year

120 100
TOTAL

Chart No 4.20 THE PERFORMANCE REVIEW TAKE PLACE

45
40

35
30

25
42
20
29
15

10 17
12
5
0
once a month every 3 month every 6 month every 1 year

INFERENCE

From the above table 42% of the respondent’s review of performance take place every one
year and 29% respondents were every 6 month and 17% respondents were every 3month and
remaining 12% of respondents were once a month.
 Table No 4.21 RATE YOUR OVERALL PERFORMANCE IN LAST ONE YEAR

PARTICULARS FREQUENCY PERCENTAGE (%)

Good 62 52

Fair 45 37

Poor 13 11

TOTAL 120 100

CHART 4.21 RATE YOUR OVERALL PERFORMANCE IN LAST ONE YEAR

60
50

40

30 52
20 37
10
0 11
Good
Fair
Poor

INFERENCE

It is obtained that 52% respondents were good to overall performance in the last one year and
37% respondents were fair and remaining 11% were poor.
 Table No 4.22 DURATION OF PERFORMANCE APPRAISAL FOR FRASHERS

PARTICULARS FREQUENCY PERCENTAGE (%)

During the training period 65 57

After training 40 33

Both a & b 15 10

TOTAL 120 100

Chart No 4.22 DURATION OF PERFORMANCE APPRAISAL FOR FRASHERS

60 57

50

40
33
30

20

10 10

During the
training period after training
both a & b

INFERENCE

From the above table shows that 57% respondents were during the training period
performance appraisal for fresher’s and 33% of respondents were after training and remaining
10% both a & b
 Table No 4.23 FEELS ABOUT ORGANIZATIONAL APPRAISAL PROGRAM

PARTICULARS FREQUENCY PERCENTAGE (%)

Highly satisfied 47 39

Satisfied 26 22

Moderate 30 25

Unsatisfied 10 8

Highly unsatisfied 7 6

TOTAL 120 100

Chart No 4.23 FEELS ABOUT ORGANIZATIONAL APPRAISAL PROGRAM

39
40
35
30
25 22 25
20
15
10
5 8
0 6

Highly satisfied
Satisfied
Moderate
Unsatisfied
Highly
unsatisfied

INFERENCE

It is illustrate that 39% of the respondents were highly satisfied in organizational

appraisal program and 25% were unsatisfied and 22% were neutral and 8% were highly
satisfied and remaining 6% were highly dissatisfied
 Table No 4.24 APPRAISAL SYSTEM HELP IN THE PERFORMANCE

PARTICULARS FREQUENCY PERCENTAGE (%)

Highly effectively 32 27

Sufficient 13 11

Moderate 45 37

In effectively 18 15

Highly ineffectively 12 10

TOTAL 120 100

Chart No 4.24 APPRAISAL SYSTEM HELP IN THE PERFORMANCE

40

35

30

25

20
37
15
27
10
15
5 11 10

0
highly effectively sufficient moderate in effectively highly in effectively

INFERENCE

From the above table shows that 37% respondents said moderate appraisal system help in the
performance and 27% respondents were highly effectively and 15% respondents were in
effectively and 11% respondents were sufficient and remaining 10% respondents were highly
ineffectively.
 Table No 4.25 HELP EACH EMPLOYEE TO DISCOVER HIS POTENTIAL

PARTICULARS FREQUENCY PERCENTAGE (%)

15 13
Strongly agree
35 29
Agree
40 34
Neutral
17 14
Disagree

13 10
Strongly disagree

TOTAL 120 100

Chart No 4.25 HELP EACH EMPLOYEE TO DISCOVER HIS POTENTIAL

35
30
25
20
34
15 29

10 14
13
10
5
0
Strongly Agree Neutral Disagree strongly
disagree disagree

INFERENCE

From the above table shows that 34% respondents has said neutral to respondents
agree with performance appraisal improves motivation an job satisfaction and 29% were
agree and 14% were disagree and 13% were strongly agree and 10% were strongly disagree.
Table No 4.26 APPRAISAL PROVIDES TOP MANAGEMENT PLANS A BUSINESS
GOAL

PARTICULARS FREQUENCY PERCENTAGE (%)

Strongly agree 35 29

Agree 15 13

Neutral 40 33

Disagree 13 10

Strongly disagree 17 15

TOTAL 120 100

Chart No 4.26 APPRAISAL IMPROVES MOTIVATION A JOB SATISFACTION

33
35
29
30
25
20
15
15 13
10
10
5
0
Strongly Agree Neutral Disagree Strongly
agree agree

INFERENCE

From the above table shows that 33% respondents has said neutral to respondents
agree with performance appraisal improves motivation an job satisfaction and 29% were
agree and 15% were disagree and 13% were strongly agree and 10% were strongly disagree.
 Table No 4.27 EMPLOYEE TO EXPRESS HIS DEVELOPMENTAL NEEDS

PARTICULARS FREQUENCY PERCENTAGE (%)

Strongly agree 40 33

Agree 15 13

Neutral 35 29

Disagree 17 15

Strongly disagree 13 10

TOTAL 120 100

Chart No 4.27 EMPLOYEE TO EXPRESS HIS DEVELOPMENTAL NEEDS

33
35
29
30
25
20
15
15 13
10
10
5
0
Strongly Agree Neutral Disagree Strongly
agree Disagree

INFERENCE

From the above table shows that 33% respondents has said strongly agree to
respondents appraisal improves motivation a job satisfaction and 29% were neutral and 15%
were disagree and 13% were agree and 10% were strongly disagree
 Weighted Average Method

Table no 4.28.1 Weighted average for organizational appraisal program

Factors Frequency(f) Weights(w) FW

Highly satisfactory
47 5 235

Satisfactory
26 4 104

Moderate
30 3 90

Dissatisfactory
10 2 20

Highly dissatisfactory
7 1 7

Total 120 15 456

∑wixi
Weighted Average = = 456/120

∑wi

= 3.81 (approximately 4)

INFERENCE:

It is inferred that the employees are satisfied towards feels about organizational appraisal
program the provided by the management

Chi Square Analysis

NULL HYPOTHYSIS: (HO)

There is no significant different between income and satisfaction in present method of

appraisal

ALTERNATIVE HYPHOYSIS: (H1)

There is significant different between income and satisfaction in present method of appraisal
 Table 4.29.1 Analysis between income and satisfaction in present method of appraisal

Satisfied with present Below 7000- 10000- 15000- Above -

Total
appraisal system? -7000 10000 15000 20000 20000

Strongly agree 12 6 8 5 9 40

Agree 7 8 6 8 8 37

Neutral 6 3 5 7 3 24

Disagree 4 3 2 4 1 14

Strongly disagree 2 1 0 0 2 5

Total 15 10 20 50 25 120
FORMULA

Ψ² = ∑ [(O-E)²/E²]

Where, O = Frequencies Observed

E = frequencies Expected

∑ = “Sum Of “

O E O-E (O-E) (O-E)/E

12 5 7 49 9.8
6 3.333333 2.666667 7.111111 2.133333

8 6.666667 1.333333 1.777778 0.266667

5 16.66667 -11.6667 136.1111 8.166667

9 8.333333 0.666667 0.444444 0.053333

7 4.625 2.375 5.640625 1.219595
8 0.666667 7.333333 53.77778 80.66667
6 0 6 36 0
 8 6.166667 1.833333 3.361111 0.545045
8 7.708333 0.291667 0.085069 0.011036
6 3 3 9 3
3 2 1 1 0.5
5 4 1 1 0.25
7 10 -3 9 0.9
3 5 -2 4 0.8
4 1.75 2.25 5.0625 2.892857
3 1.166667 1.833333 3.361111 2.880952
2 1.75 0.25 0.0625 0.035714
4 5.833333 -1.83333 3.361111 0.57619
1 2.916667 -1.91667 3.673611 1.259524
2 0.625 1.375 1.890625 3.025
1 0.416667 0.583333 0.340278 0.816667
0 0.833333 -0.83333 0.694444 0.833333
0 2.083333 -2.08333 4.340278 2.083333
2 1.041667 0.958333 0.918403 0.881667
18.41667 123.5976

The calculated value = 123.5976

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

(5-1) (5-1) = 16

Level of significance = 5%

At 5% of level of significance and at 16 degrees of freedom the tabulated value is 26.29

INFERENCE

Hence, calculated value > table value

Thus H0 is rejected

There is a significant different between income and satisfaction in present method in

appraisal of the company.
 CHAPTER - V

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS

The respondents are in the age group of 25-35.

66% of the respondents are male and 34% of respondents are female.
Many employees are qualified PG degree.
This is identified that 33% of the respondents posses 6-10 years experience and only
8% of respondents posses 1-3 years.
Most of the employees were income 15000-20000.
The respondent of 33% says about measure of performance appraisal is Recognition
employees and 9% of respondents say that leadership quality.
The respondents of 33% of highly satisfied in present appraisal system and 5% of
respondents were highly unsatisfied.
Most of the respondents identify strength and weaknesses of performance appraisal
10% are sometimes identified.
Many employees say yes measures to improve the performance to the mark.
46% of respondents superior take the performance appraisal 3% of respondents are
peers.
41% of respondents comfortable with the comfortable to discuss grievances and 4 %
of respondents highly uncomfortable.
Most of the respondents are natural in appraisal improves motivation a job
satisfaction.
44% of the respondents strongly agree in performance appraisal influences work
behaviour 6% respondents are strongly disagrees.
Many respondents salary increment in based on performance appraisal.
41% of respondents neutral in appraisal help cooperation and team work 6% of
respondents highly unacceptable.
42% of the performance review takes on every one year and only 12% of respondents
once a month.
52% of the respondents are rated of performance as good only 11% of the
respondentsare rated performance as poor. Most of the respondents rated on
performance as good.
Most of the respondent’s duration of performance appraisal for fresher’s in during the
training period.
Many of the respondents satisfied working in British Agro Products (India) Pvt Ltd.
39% of the respondents are highly satisfied in organisational appraisal program and
only 6% of respondents were highly unsatisfied.
34% of employees neutral in discover his potential and only 10% of the respondents
are strongly disagree.
Most of the respondents agree in neutral in appraisal provides in top management
plans a business goal.
33% of employees strongly agree with express his developmental needs and only
10%of respondents strongly disagree.
SUGGESTIONS

More importance can be given to salary package so that the candidates can be
satisfied and will be willing to work for the organisation.
The Performance Appraisal in the organization should be in a full fledge way so that
the others will be accepting this.
As the Performance Appraisal is helpful to the employees by the assignment
of superiors task by training & development which should be more effective so that
the other employees will also be attracted.
The Performance Appraisal should be assist effectively to the employees as it
recognizes the competence and potential of an individual.
Employee’s appraisal should be fairly done according to the companies policies so
that it will assist the performance of the employees.
The company should give some advises and suggestions to the employees during
the process and should get there feedbacks about the process.
The employees should assess and appraised by their once in a year.
The employees should be aware of 360 degrees appraisal and the organization should
follow this to motivate the employees.
 CONCLUSION

This study is more useful in finding many facts and it will be more use full for further
research. The study is based on the effectiveness of employee’s performance appraisal in
BRITISH AGRO PRODUCTS (INDIA) PVT LTD. and it is done based on different factors.
Findings and suggestions are based on the survey conducted and these points are to be looked
into the steps for higher growth rate of employees.

The explain that the organisation as to improve the employee knowledge on

performance appraisal system. In this organisation employees want training to improve their
performance. And organisation needs to train the supervisors about the performance appraisal
system and techniques to assess their subordinates properly. In this organisation performance
appraisal system as to improve in various ways, before joining duty an employee should
inform about performance system using in organisation. According to the performance
appraisal system supervisors as to been trained on how to assess on employees.
 CHAPTER - V

QUESTIONAIRES
PERSONAL PROFILE:

(A) Name :

(B) Gender : (a) male (b) female

(C) Age : (a) 25-35 (b) 35-46 (c) 41 and above

(D) Marital status : (a) married (b) unmarried

(E) Qualifications

(a) UG (b) PG (c) Diploma

(F) Experience

(a) Below 1 year (b) 1-3 years (c) 3-5 years

(d) 5-10 years (e) 10-15 years

(G) Salary

(a) Below-7000 (b) 7000-10000 (c) 10000-15000

(d) 15000-20000 (e) 20000 and above

1. What does performance appraisal actually measure?

(a) Leadership quality (b) Training needs (c) Performance

(d) Hidden potential (e) Recognition of employees

2. Are you satisfied with present appraisal system?

(a) Highly satisfied (b) Satisfied (c) Neutral

(d) Dissatisfied (e) Highly-dissatisfied

3. The performance appraisal system is helps to identify the strength and weakness of the
employees?

(a) Always (b) Sometimes (c) Frequently

(d) Rarely (e) Never

4. Do you get any formal feedback regarding your performance?

(a) Always (b) Sometimes (c) Frequently

(d) Rarely (e) Never

5. Has the company taken measures to improve the performance if not up to the mark?

(a) Yes if yes,why ---------------------------- (b) No

6. Who does the appraisal?

(a) Superior (b) Subordinate (c) self-appraisal

(d) Peers (e) all of above

7. Are you comfortable to discuss the grievances in front of the appraisal?

(a) Highly comfortable (b) Comfortable (c) neutral

(d) Not comfortable (e) Highly not comfortable

8. is there any personal bias creeps in while appraising an employee?

(a) Yes if yes,why ---------------------------- (b) No

9. Do you agree performance appraisal improves motivation in job satisfaction?

(a) Strongly agree (b) Agree (c) Neutral

(d) Disagree (e) Strongly disagree

10. Do you think performance appraisal influences the work behaviour of employees?

(a) Strongly agree (b) Agree (c) Neutral

(d) Disagree (e) Strongly disagree

11. Do you receive any increment in your salary after performance appraisal?

(a) Yes if yes,why -------------------------- (b) No

12. Do you accept performance appraisal helps to win co-operation and team work?

(a) Highly acceptable (b) Acceptable (c) Neutral

(d) Un- acceptable (e) Highly un- acceptable

13. How do you find the performance appraisal model in this organisation?

(a) Simple (b) Complicated (c) Objective

(d) Subjective (e) Inefficient

14. How often should the performance review take place?

(a) Once a week (b) Once a month (c) Every 3 month

(d) Every 6 month

15. How do you rate your overall performance in last one year?

(a) Good (b) Fair (c) Poor

16. The duration of performance appraisal for Fresher’s?

(a) During the training period (b) After training (c) Both a&b

17. What do you feel about organizational appraisal program?

(a) Highly satisfied (b) Satisfied (c) Moderate

(d) Unsatisfied (e) Highly unsatisfied

18. How effective do you feel about the appraisal system help in the performance?

(a) high effectively (b) sufficient (c) neither effective nor ineffective

(d) In effective (e) highly ineffective

19. Does the Appraisal System help each employee to discover his

potential? (a). Strongly Agree (b). Agree (c). Neither Agree nor

disagree (d). Disagree (e). Strongly Disagree

20. Does the Appraisal system provide scope for communicating top management plans

andbusiness goals to staff below.

(a). Strongly Agree (b). Agree (c). Neither Agree nor Dis Agree

(d). Disagree (e). Strongly Disagree

21. Does the Appraisal System provide opportunity for each employee to express
his developmental needs.

a). Strongly Agree (b). Agree (c). Neither Agree nor Dis Agree

(d). Disagree (e). Strongly Disagree

 BIBLIOGRAPHY

REFERENCES

• Venclova, K., Salkova, A., & Kolackova, G. (2013). Identification of employee

performance methods in agriculture organization. Journal
ofcompetitiveness.
• Aggarwal, A., & Thakur, G. S. M. (2013). Techniques of performance
appraisal –a review. International Journal of Engineering and Advanced
Technology (IJEAT).
• DeNisi, A., & Smith, C. E. (2014). Performance appraisal, performance
management, and firm-level performance: A review, a proposed model, and
new directions for future research. Academy of Management Annals.
• M.Z.lqbal, S Akbar & Budhawar (2015). Effectiveness of performance
appraisal: an integrated framework. International Journal Management
Review.
• Maghsoodi, A. I., Abouhamzeh, G., Khalilzadeh, M., & Zavadskas, E. K.
(2018). Ranking and Selecting the best performance appraisal method using
the MULTIMOORA approach integrated Shannon’s entropy. Frontiers of
BusinessResearch in China.

WEBSITE:

www.google.com

www.newcentury.global