A STUDY ON ASSESSING SUPERVISORS PERFORMANCE THROUGH 360 DEGREE FEEDBACK AT TECMO INDDUSTRY,...

Cms college Coimbatore A STUDY ON ASSESSING SUPERVISORS PERFORMANCE THROUGH

360 DEGREE FEEDBACK AT TECMO INDDUSTRY, COIMBATOREBy

S.SARATHReg.No: 11MCM015

TABLE OF CONTENTS

CHAPTER NUMBERTITLE

PAGE NO

LIST OF TABLES 21

LIST OF CHARTS 21

COMPANY PROFILE 1

CHAPTER I

1.1 -BRIEF HISTROY OF THE COMPANY

1.2 -INTRODUCTION

1.3 – BRANCHES & UNITS

1.4 –ARTICLES OF ASSOCIATION

1.4.1 – GENERAL MEETING

1.4.2 - QUALITY OBJECTIVE

1.4.3 - QUALITY POLICY

1.4.4 BOARD OF MEMBERS

1.5- ORGANIZATION STRUCTURE

1.5.1.- ORGANISATON CHART

1.5.2 – PRODUTS

1.5.3 – FUNCTIONS OF DEPARTMENT

1

1

2

3

3

3

3

3

4

4

5

1

1.5.4 – COMPETITORS.11

CHAPTER II REVIEW OF LITERATURE 12

CHAPTER IIIRESEARCH METHODOLOGY

15

3..1 – RESEARCH DESIGN

3.2 – OBJECTIVE OF THE STUDY

3.3 – SCOPE OF THE STUDY

3.4 –LIMITATION OF THE STUDY

15

17

17

17

CHAPTER IV ANALYSIS & INTERPERTATION 18

CHAPTER V FINDINGS , SUGGESTIONS & CONCULSIONS 58

BIBLIOGRAPHY 62LIST OF TABLES

TABLE NO.

TITLE PAGE NO.

4.1 Organization provides an opportunity for each appraisee 21

4.2 Appraisee and appraiser to have a clear joint understanding 22

4.3 Opportunity for each appraisee to communicate the support needed 23

4.4 Provides an opportunity for self review and reflection. 24

4.5 Opportunity for a discussion between the appraiser and the appraisee 25

4.6 Encourages open communication between each appraiser –appraisee 26

4.7 Strengthening appraiser –appraisee relationships 27

4.8 Appraisees to gain more insights into their strengths and weaknesses. 28

4.9 Communicating the plans of the top management 29

4.10 The objectives of the appraisal system are clear to all employees. 30

4.11 Periodic orientation programmes are conducted 31

4.12 Line managers generally spend time with their subordinate 32

4.13 Reporting officers help their apparaisees to plan their 33

4.14 Performance review discussions are of high quality 34

2

4.15 The HRD department follows up the training needs identified . 35

4.16 Appraisal data are used by the HRD department for developmental decisions .

36

4.17 Reviewing officers take the appraisals seriously and educate 37

4.18 HRD department actively reviews each appraisal 38

4.19 HRD department provides adequate feedback to the line managers 39

4.20 Growth and learning of both appraisees and appraisers in the organization.

40

4.21 Kurskal–Wallis Test- Ranks- Strengthening appraiser –appraisee relationships.

41

4.22 Test Statistics - Strengthening appraiser –appraisee relationships. 42

4.23 Kruskal-Wallis Test – Ranks -Conduct of Periodic orientation programs. 43

4.24 Test Statistics- Conduct of Periodic orientation programs. 44

4.25 Kruskal-Wallis Test –Ranks - Line managers generally spend time with their subordinate.

45

4.26 Test Statistics-Line managers generally spend time with their subordinate. 46

4.27 Kruskal-Wallis Test –Ranks- Facilitate growth and learning of both appraisees and appraisers in the organization.

47

4.28 Test Statistics- Facilitate growth and learning of both appraisees and appraisers in the organization.

48

4.29 Friedman Test 49

4.30 Kendall’s tau – b Test- Cross tabulation of Strengthening appraiser -appraisee * start working from.

52

4.31 Ordinal by Ordinal Kendall's tau-b - Strengthening -appraiser and appraisee * start working from.

52

4.32 Kendall’s tau – b Test- Cross tabulation of Conduct of Periodic orientation programs * start working from.

53

4.33 Ordinal by Ordinal Kendall's tau-b - Conduct of Periodic orientation programs * start working from.

54

3

4.34 Kendall’s tau – b Test- Cross tabulation of Line managers generally spend time with their subordinate * Start working from.

55

4.35 Ordinal by Ordinal Kendall's tau-b - Line managers generally spend time

with their subordinate * start working from.

55

4.36 Kendall’s tau – b Test- Cross tabulation of Facilitate growth and learning of both appraisees and appraisers in the organization * start working from.

56

4.37 Ordinal by Ordinal Kendall's tau-b - Facilitate growth and learning of

both appraisees and appraisers in the organization * start working from.

57

LIST OF CHARTS

TABLE NO.

TITLE PAGE NO.

4.1 Organization provides an opportunity for each appraisee 21

4.2 Appraisee and appraiser have a clear joint understanding 22

4.3 Opportunity for each appraisee to communicate the support needed 23

4.4 Provides an opportunity for self review and reflection. 24

4.5 Opportunity for a discussion between the appraiser and the appraisee 25

4.6 Encourages open communication between each appraiser –appraisee 26

4.7 Strengthening appraiser –appraisee relationships 27

4.8 Appraisees to gain more insights into their strengths and weaknesses. 28

4.9 communicating the plans of the top management 29

4.10 The objectives of the appraisal system are clear to all employees. 30

4.11 Periodic orientation programmes are conducted 31

4.12 Line managers generally spend time with their subordinate 32

4.13 Reporting officers help their apparaisees to plan their 33

4

4.14 Performance review discussions are of high quality 34

4.15 The HRD department follows up the training needs identified . 35

4.16 Appraisal data are used by the HRD department for developmental decisions .

36

4.17 Reviewing officers take the appraisals seriously and educate them. 37

4.18 HRD department actively reviews each appraisal 38

4.19 HRD department provides adequate feedback to the line managers 39

4.20 Growth and learning of both appraisees and appraisers in the organization.

40

5

CHAPTER I

CHAPTER I

COMPANY PROFILE

6

CHAPTER I COMPANY PROFILE

1.1

1.2

1.3

1.4

1.4.1

1.4.2

1.4.3

1.5

1.5.1

1.5.2

1.5.3

1.5.4

BRIEF HISTROY OF THE COMPANY

INTRODUCTION

BRANCHES & UNITS

ARTICLES OF ASSOCIATION

GENERAL MEETING

QUALITY OBJECTIVE

QUALITY POLICY

ORGANIZATION STRUCTURE

ORGANISATON CHART

PRODUTS

FUNCTIONS OF DEPARTMENT

COMPETITORS.

1.1COMPANY PROFILE

1.1 Brief History of the company:

In Indian market,there are various motors and pumps industries successfully Moving in

the market. The application of motors and pump sets are such that it can be used in irrigation

including many more places. For e.g. Houses, hotels, industries.

The major companies in India manufacturing motors and pump sets are texmo,Deccan,

CRI, Varsha, Mahindra, Suguna etc.Most of the companies have received the ISO 9002

certificate for monitoring the quality.Tecmo Industry is one of the leading company in the Indian

Market.The Tecmo Industries was established in 1977 as a small scale industry fro

manufacturing of motors and pumps.In this industry motors and pumps were specially designed

for agricultural and domestic purpose.

The journey of quality:

Within the 33years of operation the company has achieved an enormous trend in trading activity.

1.2. INTRODUCTION:

Beginning of Saga

The year 1979 saw the emergence of TECMO INDUSTRRIES in the field of pump

manufacturing.

7

The entrepreneur who had initiated the enterprise is none other TECMO founder Mr. K.

Vellingiri. With a vision to manufacture world class Jet Pumps he embarked on a noble

mission.His futuristic vision and the will to excel has made Tecmo a growing legend in domestic

and agricultural pump set field.Initially, Tecmo concentrated on designing and manufacturing its

own models of single phase monoblocks. In order to capitalize on the demand in the market the

company started rolling out quality pumps in diverse varieties like Three phase Monoblocks and

Submersible pump sets. As a result two more sister concerns were formed to cater the needs of

the customers.

1.3. BRANCHES & UNITS:

TECMO INDUSTRIES was started in the year 1977. It was first started at Coimbatore.

It has seven branches all over India. They are as follows.

1. Bangalore

2. Chittoor

3. Gurgaon

4. Indore

5. Rajpure

6. Pune

7. Cochin

They are having THREE Units. They are as follows:

1. Tecmo Industries

2. Meco Pumps Industries.

3. Mono-Tex Industries.

8

These Industries are having 1,000 dealers all over India. The products of these Industries

are marketed directly through dealers in Tamil Nadu. There is no Branch office in Tamil Nadu.

There is one sales managers and two marketing executives for Tamil Nadu.

The company was established with a view to provide scope for increase in employment.

The products manufactured in the company are jet Pumps, mono blocks, bore motors and

submersible pumps etc., The ranges vary from 3HP to 20 HP. These three units are

manufacturing single phase & three phase products (Pump set).

1.4 ARTICLES OF ASSOCIATION:

1.4.1. General Meeting:

1. There shall be a meeting once in six months in addition to others.

2. There are three directors who are appointed by the chairman on permanent basis.

1.4.2. Quality Objectives:

2. Adopting good manufacturing practice coupled with latest technology.

3. Practice ensuring conformity to well established specification .

4. Continuous improvement of product quality.

5. Manufacturing energy efficient pumps.

5. Providing timely service.

1.4.3. Quality Policy:

9

Tecmo strives to achieve customer satisfaction through manufacture & supply of

products with consistent quality by establishing & operating systems conforming to international

standards.

1.4.4 Board of Members :

Mr. K. Velingri

Mr. V. Selvaraj

Mr. V.Jay Kumar

1.5 . ORGANISATION STRUCTURE

1.5.1ORGANISATION CHART:

10

1.5.2 PRODUCT:

HCM 1003 Mini Monoblock pump

HSM 1004 Mini self Priming Pump

HCM 1005 Domestic Monoblock Pump

HCM Series Small Centrifugal Monoblock Pump

DMS Slow Speed Self Priming Pump

HSM 103, 101 Mini Self Priming Monoblock Pump

Single Phase A.C. Induction Motor

1.5.3 FUNCTIONS OF DEAPRTMENT:

PURCHASE DEPARTMENT

Purchasing is the process of procurement of materials, machine, tools and equipments on

payments.The purchase department is centralized for all the production activities like that of the

stores department.

Functions of purchase department:

1. Raise purchase order as per purchase indent .

2. Co-ordinate with planning department regarding purchase of materials.

3. Return of defective materials to the respective parties.

4. Approval and maintenance of vendors list.

5. Follow up

PRODUCTION DEPARTMENT

Functions of production planning control(PPC):

11

1. To prepare production plan as per the requirement received from the managing director.

2. To prepare production schedule based on the availability of material in stores and

material that are due to arrive in stores.

3. To co-ordinate with the purchase department in procurement of material of desire quality

and quantity.

4. To ensure that the planned target are being achieved.

PRODUCTION DEPARTMENT:

Production department divided into two areas.

Production I & production II

PRODUCTION I:

In production I generally assembling of pumps is done.

Function of production – I:

1. Issue of work advice according to weekly production plan.

2. Problem solving and corrective actions.

PRODUCTION II

In production II machine shop is maintained in processing motors accessories.

Function of engineer in production –II:

1. Making work allotment based on weekly production plan.

2. Taking proper preventive and corrective actions against problems during production.

3. Carrying of preventive and schedule maintenance of machinery as per prescribed norms.

12

SUB-CONTRACT

Sub-contract generally refers to purchasing goods from on vendor and giving it to other

persons for making some alteration and receiving the goods from that person and selling it to the

customers.

Functions of sub-contract:

1. Selection and approval of vendors.

2. Isssue of materials to parties through job order advice.

3. Follow up and collection of materials.

QUALITY CONTROL – I

Functions in quality control –I:

1. To carryout inspection of incoming and in processing materials and also that of finished

products.

2. To ensure that necessary controls are exercised at all stages during production.

3. To maintain In House calibration record for jobs, fixtures and gauges.

4. To maintain incoming and process rejection record.

QUALITY CONTROL – II

Functions of Quality Control – II:

1. Carryout testing of motors and pumps as per B.I.S or Company scheme of testing.

2. To carryout inspection of wound stators of jet mono block and submersible pump.

3. Maintain find inspecting of all pumps.

13

4. To report any deviators found in the performance of motors and pumps to managing

directors.

5. To arrange for calibration of testing instrument.

STORES DEPARTMENT

A Stores house is a place where the things that are required for further production in

future are stored. Goods may be in the form of raw materials for further production or finished

goods.

A stores department is one which manages efficiently the receipt and issue of materials, store

finished goods ets., the store house of Tecmo Industries motors is a centralized one. i.e. it is

common for storage of materials of all divisions.

Functions of stores department:

1. Receipt of material as per delivery challan and verification for damage during transit.

2. Preparation of purchase order for miscellaneous items.

3. Issue of materials for production based on work order advice.

4. Pass on information to quality control department regarding arrivals of materials.

5. Collection of material that are returned to stores without processing .

6. Co-ordinate with purchase department regarding.

MARKETING DEPARTMENT

Tecmo Industries takes up the marketing function of the company. This department

informs the management about the customer’s expectations through dealers and according the

product schedule is fixed by the management. This makes the customers to stick on the

comapany’s product permanently.

M.D. is responsible for dispatch and also ensures that payments are received from

customers through dealers according to specifications.

14

ADVERTISEMENT:

Functions of Advertising Department:

1. To develop the total Advertising budget.

2. Develop the advertising strategies.

3. Approves advertising agencies ads.

4. Handling of direct main advertising dealers, displays etc.

Functions of marketing department:

1. To give direction to the marketing division.

2. To place present activities in perspectives.

3. To Discipline various future activities.

4. To set growth targets.

5. To establish the organization .And the methods which will be required.

HUMAN RESOURCE DEPARTMENT

The personnel department is managed by the personnel manager. Salaries and wages are

fixed by this department with the consent of managing director.

The manger of HRD has to perform the following functions.

1. Paying of provident and pension fund.

2. Selection of new employees.

3. Employees state insurance.

4. Annual Appraisal and

5. Other statutory areas.

APPRAISAL SYSTEM:

15

Appraisal is the process of measuring one’s performance and comparing the actual

performance with set standards. In Tecmo Industries Appraisal is done for each and every

employees once a year in short is called as Annual Appraisal done by the HRD.

Based on the Applause and results obtained from it the management decides upon as to

transfer or promote or demote the employee.

TRAINING AND DEVELOPMENT:

Both theatrical and practical training are given to the workers in all the department.

Usually the trainees are trainees are trained up to a period of 6 months.

The promotions of the employees are based on their performance and skill of the work

and their regular attendance of the factory. i.e., merit cum seniority basis of promotion is

followed.

EMPLOYEES PROVIDENT FUND:

The main object of the act is to provide for the institution of the provident funds for

employees in factories and other establishments. The principal duty is laid upon the employee’s

provident fund and family pension schemes into operation and to make contributions of both and

their employees share to the funds and to deduct from wages of the employees their share.

STATUTORY RATE OF CONTRIBUTION:

The statutory rate of contribution both for member of the provident fund and the

employer originally was 6-14% of basic wages, dearness allowance and retaining allowance. By

an amendment of the act the statutory rate was raise to 8-13% on jan 1st 1963.

Now the rate of contribution to provident fund in all industries and establishments has

been increased from 8.33 % to 12% with effect from 1st march 1997 , for both employers and

employees.

ACCOUNTS AND ADMINSTRATION DEPARTMENT

16

ACCOUNT SECTION:

Bills for , all purchase are received in the Accounts Department . All accepted goods are

matched for the bills and accounted sales bills are matched with the delivery challans and

accounted.

CASH SECTION:

All the cash and credit transactions are generally deal in the accounts department. They

receive purchase order from the stores and invoice from the original supplies. They match both

the invoice and purchase order and them make the payment.The company follows centralized

payment which will be helpful to play float. So the 10% enjoys interest benefits. The main bank

of the company is state bank of India.

AUDITING SECTION:

Auditing is done in the accounts department. There is internal auditing and as well as external

auditing. Before the records are submitted to the external auditors, the internal auditing is carried

out.

ADMISTRATION SECTION:

The main function of this department is to co-ordinate all the activities of other

department to the objective of the company in a systematic manner.The head of the unit decides

the production schedule based on demand.

The department estimates the cost of production and profit margin. It has maintain the 75%

of the cost in raw materials and 25 % of the cost in overhead cost, labour chargers etc. The

administrative officer receives daily statement and up to date statement regarding the purchase ,

from the materials receiving section. Stock card and daily balance of stores are also received by

the administrative officer. This department also maintains some of the files for future references.

1.5.4 COMPETITORS:

17

The following industries are some of the main competitors’ foe tecmo Industries.

1. Tecmo Industries.

2. CRI Pumps.

3. Mahendra Industries.

4. Suguna Pumps.

5. Deccan.

18

CHAPTER II

CHAPTER II

REVIEW OF LITERATURE

19

2.1 REVIEW OF LITERATURE

Shaun Tyson & Peter Ward:

“The Use of 360 Degree Feedback Technique in the Evaluation of Management

Development”.

This article examines 360 degree feedback as both an intervention and an evaluation

technique for assessing management learning. An evaluation model is described which was

created to distinguish the effects of different interventions for different stakeholders. This is

illustrated by reference to management development programmes for 500 managers conducted

over three years in a large UK public authority. The article concludes with an analysis of the use

of 360 degree feedback in its dual role of evaluation data source and intervention for

development.

Sarah A. Hezlett:

“Using Multisource Feedback to Develop Leaders: Applying Theory and Research to

Improve Practice”.

Empirical research suggests that, on average, the changes made by leaders after receiving

multisource feedback (MSF) are positive, but fairly small. Four sets of explanations for these

results are analyzed in this article: potential limitations in the design of previous studies on MSF,

the psychometric characteristics of MSF instruments, flaws in implementing MSF systems, and

theory-based explanations of development following receipt of feedback. Models of

development, feedback, and MSF suggest that it is unrealistic to expect MSF to lead to

20

development for all leaders. Implications for practice and research are discussed. MSF can help

many leaders develop, but only when associated development programs are correctly designed

and implemented.

Leanne E. Atwater & Joan F. Brett:

“360-Degree Feedback to Leaders”

This study examined the extent to which changes in leader behavior 1 year after a 360-

degree feedback intervention related to changes in employee attitudes. Participants were 145

leaders and their subordinates, peers, and manager. The results indicated that improved

subordinate ratings of the leader on consideration, performance orientation, and employee

development related to increased subordinate engagement and satisfaction as well as reduced

intentions to leave following 360-degree feedback to leaders. This study demonstrates that

improved leader behavior following 360-degree feedback is related to improved employee

attitudes.

Rao T.V., Chawla Nandini:

“Impact of 360 Degree Feedback: A Follow-up study of Four Organizations”.

A large number of organizations have been using 360 degree feedback in India as leadership

development intervention. This paper is based on the feedback of 43 participants from four

companies where the 360 Degree Feedback program was initiated. The study was done using a

questionnaire method. The results indicated that there has been an overall positive impact

reported of 360 Degree intervention on ones professional life after 360DF. More than 60% of the

participants report that they visited 360DF data every quarter. 24 participants reported that about

50% of their action plans prepared at the end of the 360 intervention were implemented. At least

30% of the action plans were achieved by 6 of the participants and 2 participants reported

achievement of all their action plans. The participants also reported that the RSDQ model based

360DF tool provided detailed insight covering various parameters of one’s role. The participants

also recommend that with more periodic follow up and review sessions (every quarter) anchored

by internal HR and more focus and seriousness among the participants to work on the action

plans will result in using 360 DF for change and growth.

Adrian Furnham & Paul Stringfield:

“Congruence in Job-Performance Ratings”

21

A Study of 360° Feedback Examining Self, Manager, Peers, and Consultant Ratings.

Seven task-oriented teams worked together for between 4 and 6 months on a project. At the end

of the task, members were each subject to four task-performance ratings: from self, superior,

team-peers, and a consultant who was part of the team. There were fewer than chance differences

between the different teams on the congruence measures so the data was combined. While the

congruence between self and manager, self and peer, and self and consultant ratings were very

low, the manager-peer, manager-consultant, and peer-consultant congruence was overall high.

Observable behaviors like forward planning and communication showed overall highest

congruence while less observable cognitive variables showed much lower congruence. These

results are similar to previous studies in the area. Implications of the use of these ratings in

management development are considered.

Linda de Leon & Ann J. Ewen:

“Multi-Source Performance Appraisals: Employee Perceptions of Fairness”

Indicates that Performance appraisal is crucial to effective human resource management,

but there is evidence that current processes are not very effective. This study reports on

experience with a relatively new appraisal system in the operations office of a large federal

agency. The method, multi-source assessment (MSA, or "360° Feedback") uABCizes ratings

from peers, direct-reports, the supervisor, and the employee. Comparison of survey results from

before and after implementation of MSA found significant improvement in employee

perceptions of the fairness and effectiveness of appraisals, particularly among protected classes.

The implications of these findings and suggest. The study “Effects on organizational context

(culture and climate) from implementing a 360-degree feedback system: The case of Arcelik” by

Nihal Mamatoglu aims to investigate the impact of the 360-degree feedback system (DFS) on

organizational context (culture and climate). This longitudinally designed study was conducted at

the Arcelik Cooking Appliances Plant in Turkey with 77 white-collar workers. 360-DFS was

based on relevant literature and feedback given to the employees by The Arcelik Competency

Model. Results have shown that the 360-DFS has effects on organizational context (e.g.,

employees' perceptions regarding support and achievement culture). The results have also

22

revealed some significant effects on the participants' perception of the communication and

performance appraisal system in the organization.

23

CHAPTER III

CHAPTER III

RESEARCH METHODOLOGY

CHAPTER III CONTENT

3.1 3.2

3.3

3.4

RESEARCH DESIGN

OBJECTIVE OF THE STUDY

SCOPE OF THE STUDY

LIMITATION OF THE STUDY

24

3.1 RESEARCH METHODOLOGY

RESEARCH DESIGN:

The research design used for this study is descriptive research. The main purpose of

descriptive research is description of the state of affairs as it exists at present. The aim of this

approach is to portray the performance level of the supervisor’s & employees from different

designation through 360o feedback survey.

SAMPLE PROCEDURE:

SAMPLE SIZE:

Sample Size is 90.

UNIVERSE OF THE SAMPLE:

The Respondents are Managers, Supervisors and employees of nine departments.

UNIVERSE:

Total employees of Tecmo Industries is 90.

SOURCES OF DATA:

PRIMARY DATA:

Primary data collected through conducting Personal interview.

SECONDARY DATA:

Gathered information through the data which maintained by the organization .

TOOLS OF COLLECTION :

Questionnaires

STATISTICAL TOOL USED:

25

Kurskal – Wallis H Test.

Friedman Test.

Kendall’s tau – b Test.

Primary Research:

Questionnaire Design

As the study is conducted on their performance level, attempts were made to

allow the questionnaire to flow in a logical and comfortable manner.

Part 1:

Section 1 of the Questionnaires sought to obtain demographics data using closed,

multiple choice questions.

Part 2:

The second part of the Questionnaires consists of 20 closed-ended questions based

on dimensions.

The dimensions are

Organizational commitment

Functional skills

Flexibility

Teamwork

Coaching

Part 3:

26

The third part of the questionnaire consists of 1 open ended questions which are used

to receive the suggestions from the employees regarding organizational development. The

responses from the second part of the questionnaire were measured on a five points scale. Each

response was assigned a numeric score to aid computerized data analysis.

The score assigned were as follows:

5 - Strongly Agree

4 - Agree

3 - Neutral

2 - Disagree

1 - Strongly Disagree

3.2 OBJECTIVE OF THE STUDY:

To study about supervisors performance by using 360 degree appraisal system.

To study about employees opinion about existing performance appraisal system.

3.3 SCOPE OF THE STUDY:

The scope of this study confined to TECMO Industries, Coimbatore with respect to the

360o feedback - performance appraisal of supervisors and employees within the organization.

3.4 LIMITATIONS:

The sample size is restricted to 90 employees.

27

Opinions of the employees may be biased at time.

Finding of the study is applicable only to 90 employees of the population which has its

own limitations.

CHAPTER IV

28

CHAPTER IV

ANALYSIS

&

INTERPRETATION

29

Internal Customers

Boss

Peers

External Customers Team Members

Self

Subordinates

360 – DEGREE FEEDBACK SYSTEM

4.1 INTRODUCTION

360° Feedback – Defined

The 360° feedback is also as 'multi-rater feedback' or 'multi-source feedback' or 'multi-

resources assessment'. A 360° feedback is an appraisal technique in which an image of an

employee is visualized in multiple angles, leading to a circular picture of an employee.

Compared to traditional, single source feedback processes, 360° feedback is significantly more

powerful, reliable and accurate. The added dimension of 360° is its' ability to compile multiple

assessments from co-workers and contrast that data with your own self perceptions.

Process of 360 degree feedback

360 Degree Feedback is a system or process in which employees receive confidential and

anonymous feedback from the people who work around them.

Participants in the 360 degree feedback system:

30

The feedback form questions have rating scale, to be chosen by raters and some questions ask

them to provide written comments. The person receiving feedback is also given the same form,

which was given to others to give their feedback, to fill as self-rating survey.

What a 360o Feedback Survey Measures

360 feedback measures behaviors and competencies

360 assessments provide feedback on how others perceive an employee

360 feedback addresses skills such as listening, planning and goal-setting

360 evaluation focuses on subjective areas such as teamwork, character and leadership

effectiveness

What 360o Feedback Surveys do not assess

360 feedback is not a way to measure employee performance objectives (MBOs)

360 feedback is not a way to determine whether an employee is meeting basic job

requirements

360 feedback is not focused on basic technical or job-specific skills

360 feedback should not be used to measure objective things such as attendance, sales

quotas, etc.,

The manager has some clear benefits from using 360:

Pinpoints team members with specific strengths (which can be used to raise the

performance of other team members)

Provides the specific expectations of related coworkers, which can be utilized to improve.

Provides an external / outside perspective of the performance of team members

Better use of training budget

Provides evidence for performance management decisions / conversations.

Benefits:

31

Individuals get a broader perspective of how they are perceived by others than

previously possible.

Increased awareness of and relevance of competencies.

Increased awareness by senior management that they too have development needs.

More reliable feedback to senior managers about their performance.

Provided a clearer picture to senior management of individual’s real worth (although

there tended to be some ‘halo’ effect syndromes).

Opens up feedback and gives people a more rounded view of performance than they had

previously.

Identifying strengths that can be used to the best advantage of the business.

A rounded view of the individual’s/ team’s/ organization’s performance and what the

strengths and weaknesses are.

Raised the self-awareness of people managers of how they personally impact upon others

- positively and negatively.

Supporting a climate of continuous improvement.

Gaps are identified in one's self-perception versus the perception of the manager, peer or

direct reports.

PERFORMANCE APPRAISAL EFFECTIVENESS

1. Organization provides an opportunity for each appraise

32

TABLE: 4.1

CHART: 4.1

INTERPRETATION:

From the above frequency analysis, t is clear that almost 49% of the employees

agree to the statement that the organization provides an opportunity for each appraisee to

have a clear idea about what the reporting officer expects.

2. Appraisee and appraiser have a clear joint understanding

OPINION FREQUENCY PERCENT 1 1.1

33

OPINION FREQUENCY PERCENT Disagree 1 1.1

Neutral 40 44.4

Agree 44 48.9

strongly agree 5 5.6

Total 90 100.0

strongly agreeagreeneaturaldis agree

Perc

ent

50

40

30

20

10

0

strongly disagree

disagree5 5.6

Neutral

21 23.3

Agree

58 64.4

strongly agree

5 5.6

Total 90 100.0

TABLE: 4.2

34

strongly agreeagreeneaturaldis agreestrongly disagree

Percent

60

40

20

0

CHART:4.2

INTERPRETATION:

Majority of the employees agree that to the statement that the apraisee and the

appraiser to have a clear joint understanding regarding their job.

3. Opportunity for each appraisee to communicate the support needed

OPINION FREQUENCY PERCENT

strongly disagree1 1.1

disagree 7 7.8

Neutral 41 45.6

Agree 33 36.7


Total 90 100.0

TABLE: 4.3

35strongly agreeagreeneaturaldis agreestrongly disagree

Perc

ent

50

40

30

20

10

0

CHART:4.3

INTERPRETATION:

Majority of the employees neither agree or nor agree to the above statement on that

the organization provides an opportunity for each appraisee to communicate the support

he needs from his superiors to perform his job well.

4. Provides an opportunity for self review and reflection.



disagree 5 5.6

Neutral 21 23.3

Agree 53 58.9


Total 90 100.0

TABLE: 4.4

36

CHART: 4.4

INTERPRETATION:

Majority of the employees agree that above statement , on that the appraisal system

provides an opportunity for self review an reflection.

5. Opportunity for a discussion between the appraiser and the appraisee



disagree 9 10.0

Neutral 21 23.3

Agree 39 43.3


Total 90 100.0

TABLE: 4.5

37


Frequency

60

50

40

30

20

10

0

CHART: 4.5

INTERPRETATION:

Out of 90 respondents only 2 percents of employees strongly disagree to the above

statement, and 43 percent of employees agreed opportunity has been given for the

discussion between the appraiser and the appraisee.

6. Encourages open communication between each appraiser –appraisee



disagree 1 1.1

Neutral 62 68.9

Agree 23 25.6


Total 90 100.0

TABLE:4.6

38

strongly agreeagreeneaturaldis agreestronglt disagree

Perc

ent

50

40

30

20

10

0

CHART: 4.6

INTERPRETATION:

For the statement, whether the organization encourages open communication

between each pair of appraisee and the appraiser, almost 69% responds that they neither

agree nor disagree.

7. Strengthening appraiser –appraisee relationships.

Cross tabulation

DEPARTMENT

Strengthening relationship between appraiser and appraisee

Totalstrongly disagree

disagree Neutral agree strongly agree

Service Department

0 2 3 8 1 14

Assembly Department

2 0 1 9 2 14

Dispatch Department

0 0 3 1 1 5

0 1 5 5 1 12

39


Perc

ent

60

40

20

0

Testing Department Stores Department

0 0 4 8 0 12

Machine Shop Department

0 2 6 4 1 13

EDP Department

1 0 4 1 0 6

QC Department

0 0 5 4 0 9

Subcontract department

0 0 0 4 1 5

Total 3 5 31 44 7 90

TABLE: 4.7

INTREPERTATION:

Of the 9 departments, only the employees belonging to the assembly

department responds that they do agree with the statement of strengthening the

relationship between the appraisee-appraiser through mutual trust. The consolidated

response of all the above department employees’, states that most of them agree to the

statement.

8. Appraisees to gain more insights into their strengths and weaknesses.


strongly disagree

2 2.2

disagree 9 10.0

Neutral 55 61.1

agree 23 25.6


Total 90 100.0

40

TABLE: 4.8

CHART:4.8

INTERPRETATON:

The employees of this industry do not have any idea about their strengths and weaknesses.

60% of the employees do not have any insight or idea about their strengths and

weaknesses.

9. Communicating the plans of the top management



disagree 18 20.0

Neutral 19 21.1

Agree 39 43.3


Total 90 100.0

41


Perc

ent

60

40

20

0

TABLE:4.9

CHART:4.9

INTERPRETATION:

The communication between the top management and the employees is well

maintained by the organization which is clear from the above frequency table. 46 out of 90

employees strongly agree that the business goals of the organization are communicated.

10. Objectives of the appraisal system are clear to all employees.



disagree 20 22.2

Neutral 32 35.6

Agree 20 22.2


Total 90 100.0

TABLE: 4.10

42


Percent

50

40

30

20

10

0

CHART:4.10

INTERPRETATION:

The employees do not have any idea about the appraisal system that has been

implemented by the organization. Around 36% of the employees respond that they neither

agree nor disagree to the above statement.

11. Conduct of Periodic orientation programs.

Cross tabulation

DEPARTMENT

periodic orientation program are conducted to explain the objective and other details of the

appraisal systemTotalstrongly

disagreedisagree Neutral agree strongly

agree Service Department

1 5 4 4 0 14

Assembly Department

1 4 4 5 0 14

Dispatch Department

0 1 2 1 1 5

Testing Department

3 2 4 3 0 12

2 6 2 2 0 12

43


Percent

40

30

20

10

0

Stores Department Machine Shop Department

0 8 3 1 1 13

EDP Department

2 3 1 0 0 6

QC Department

2 3 2 2 0 9


0 1 2 2 0 5

Total11 33 24 20 2 90

TABLE: 4.11

INTERPRETATON:

The employees of this organization states that there is no orientation

program has been implemented in the organization. The consolidated result of the response

states that around 33 employees of total 90 employees’ states that they do not agree with

the above statement.

12. Line managers generally spend time with their subordinate.

Cross tabulation

DEPARTMENT

Line managers generally spend time with subordinates

Total

strongly disagree


Service Department

1 5 3 5 0 14

Assembly Department

1 5 3 5 0 14

Dispatch Department

0 2 2 1 0 5

Testing Department

2 1 6 2 1 12

Stores Department

4 4 2 2 0 12

44


2 5 2 4 0 13

EDP Department

3 3 0 0 0 6

QC Department

2 3 4 0 0 9


0 1 2 1 1 5

Total15 29 24 20 2 90

TABLE: 4.12

INTERPRETATION:

There is no significant time has been spent by the line managers or supervisors

with the subordinates due to time constrains in production. Out of 90, 29 employees’ dos

not agree with the above statement.

13. Reporting officers help their apparaisees to plan their performance



disagree 18 20.0

Neutral 31 34.4

Agree 31 34.4

strongly disagree 7 7.8

Total 90 100.0

45

TABLE: 4.13

CHART: 4.13

INTERPRETATION:

Equal number of responses under the category of neutral and agree states that

the appraising officer do help their appraisees to plan their performance.

14. Performance review discussions are of high quality



disagree 8 8.9

Neutral 26 28.9

Agree 44 48.9


Total 90 100.0

46

strongly disagreeagreeneaturaldis agreestrongly disagree

Percent

40

30

20

10

0

TABLE: 4.14

CHART: 4.14INTERPRETATION:

As per the frequency analysis, the employees have performance review discussion

with good conduct and care.

15. The HRD department follows up the training needs identified.



disagree 7 7.8

Neutral 29 32.2

Agree 34 37.8


47


Percent

50

40

30

20

10

0

Total 90 100.0

TABLE:4.15

CHART:4.15

INTERPRETATION:

For the statement, the HRD Department identifies the training needs during the

appraisal. Nearly 38 % of the employees agree with this statement.

16. Appraisal data are used by the HRD department for developmental decisions .



disagree 3 3.3

Neutral 17 18.9

Agree 50 55.6


Total 90 100.0

48


Percent

40

30

20

10

0

TABLE: 4.16

CHART:4.16

INTERPRETATION:

Majority of the employees agree to the above statement that the HRD Department

use the appraisal data for development decisions like job rotation & job enrichment.

17. Reviewing officers take the appraisals seriously and educate them.



disagree 6 6.7

Neutral 39 43.3

Agree 43 47.8


Total 90 100.0

49


Percent

60

50

40

30

20

10

0

TABLE:4.17

CHART:4.17

INTERPRETATION:

As per the frequency analysis, Majority of the respondents agree with the statement

that the reviewing officer take the appraisal seriously and educate their sub ordinates.

18. HRD department actively reviews each appraisal.



dis agree 5 5.6

Neutral 23 25.6

Agree 47 52.2


Total 90 100.0

50


Percent

50

40

30

20

10

0

TABLE: 4.18

CHART: 4.18

INTERPRETATION:

Majority of the employees agree with the statement that HRD Department

actively reviews each appraisal. The employees who agree to the above statement are

around 52%.

19. HRD department provides adequate feedback to the line managers



disagree 5 5.6

Neutral 30 33.3

Agree 29 32.2


Total 89 100.00

51


Percent

60

50

40

30

20

10

0

Total 90 100.0

TABLE:4.19

CHART: 4.19

INTERPRETATION:

As per the frequency analysis, the employees’ respondent shows that the HRD

Department does not provide adequate feedback to the line manager about their

subordinates.

20. Facilitate growth and learning of both appraisees and appraisers in the organization.

Cross tabulation

DEPARTMENT

appraisals facilitate growth and learning of both appraisees and appraisers in the organization

Totalstrongly disagree


Service Department

0 1 1 6 6 14

Assembly Department

0 2 1 5 6 14

0 0 0 1 4 5

52


Percent

40

30

20

10

0

Dispatch Department Testing Department

1 0 0 8 3 12

Stores Department

0 1 3 7 1 12


0 0 2 10 1 13

EDP Department

1 0 0 2 3 6

QC Department

0 0 2 3 4 9


0 1 0 1 3 5

Total2 5 9 43 31 90

TABLE: 4.20

INTERPRETATION:

There is a significant growth and learning of both appraisees and appraisers in the

organization by facilitating the appraisal system. Out of 90 respondent 43 of them agree

with the statement.

Kurskal – Wallis H TestHypothesis:

H0: There is no significant difference between the total score on employee’s opinion towards the appraisal system providing an opportunity to have a clear understanding of what is expected.

H1: There is a significant difference between the total score on employee’s opinion towards the appraisal system providing an opportunity to have a clear understanding of what is expected.

Level of Significance: The Level of Significance is 0.5%. So it comes 95% Confidence Limit.

Test Sample:

53

Kurskal – Wallis H Test

Test Statistics:

Chi-Square.

Table: 1 Kruskal-Wallis Test

Ranks

Opinion Department N Mean RankThe appraisal system aims at strengthening appraiser– appraisee relationships through mutuality and trust.

Service Department 14 47.36Assembly Department 14 53.96Dispatch Department 5 44.10Testing Department 12 43.38Stores Department 12 49.00MachineShop Department 13 37.62EDP Department 6 26.58QC Department 9 40.67Subcontract department 5 66.60

Total90

Table: 4.21

Table: 2 Test Statistics

Test Statistics (a, b)

Test

The appraisal system aims at strengthening appraiser –appraisee relationships through mutuality and trust.

Chi-Square 11.583

df 8

Asymp. Sig. .171Table: 4.22

54

a Kruskal Wallis Testb Grouping Variable: department

INFERENCE:

The Table 2 Shows that, maximum 5 departments has shown no differences

among 9 departments. So it is clear that there is no difference in opinion among 9

departments with one another.

The Table 3 shows that the Asymptotic Significance is less than 5%. So we

conclude that there is no significant difference in opinion among the departments.

Hypothesis:

H0: There is no significant difference between the employee’s opinion towards the periodic orientation program which conducted by the organization.

H1: There is a significant difference between the employee’s opinion towards the periodic orientation program which conducted by the organization.


Test Sample:


Test Statistics:

55

Chi-Square.


Ranks

Opinion Department N Mean Rank

Periodic orientation programs are conducted to explain the objectives and other details of the appraisal system.

Service Department 14 49.00Assembly Department 14 52.61Dispatch Department 5 61.80Testing Department 12 44.63Stores Department 12 37.50Machine Shop Department 13 43.19EDP Department 6 25.42QC Department 9 40.67Subcontract department 5 59.60

Total90

Table: 4.23



TestPeriodic orientation programs are conducted to explain the objectives and other details of the appraisal system.

Chi-Square 10.646

df 8

Asymp. Sig. .223

56

Table: 4.24


INFERENCE:

The Table 2 Shows that, maximum 5 departments has shown no big differences

among 9 departments. So it is clear that there is a no big difference in opinion among 9



conclude that there is a no significant difference in opinion among the departments.

Hypothesis:

H0: There is no significant difference between the total score on employee’s opinion towards the line manager spending time with their subordinates.

H1: There is a significant difference between the total score on employee’s opinion towards the line manager spending time with their subordinates.


Test Sample:

57


Test Statistics:

Chi-Square


Ranks

Opininon department N Mean Rank

Line managers generally spend time with their subordinate and discuss their performance.


Total 90

Table: 4.25



Test


Chi-Square 14.565

df 8

58

Asymp. Sig. .068

Table: 4.26


INFERENCE:

The Table 2 Shows that, maximum 5 departments has shown huge differences

among 9 departments. So it is clear that there is a huge difference in opinion among 9



conclude that there is a huge significant difference in opinion among the departments.

Hypothesis:

H0: There is no significant different between the total score on employee’s opinion towards the appraisal system facilitate growth and learning of both appraises & appraiser in the organization.

H1: There is a significant different between the total score on employee’s opinion towards the appraisal system facilitate growth and learning of both appraises & appraiser in the organization.


Test Sample:

59


Test Statistics:

Chi-Square

Table:1 Kruskal-Wallis Test

Ranks

Opininon department N Mean Rank

The appraisals facilitate growth and learning of both appraisees and appraisers in the organization.


Total 90

Table: 4.27



TestThe appraisals facilitate growth and learning of both appraisees and appraisers in the organization.

Chi-Square 11.261

df 8

Asymp. Sig. .187

60

Table: 4.28


INFERENCE:

The Table 2 Shows that, maximum 5 departments has shown no differences

among 9 departments. So it is clear that there is no difference in opinion among 9



conclude that there is no significant difference in opinion among the departments.

Friedman TestHypothesis:

H0: There is no significant different opinion among all departments.

H1: There is a significant different opinion among all departments.


Test Sample:

Friedman Test

61

Test Statistics:

Chi-Square

Table: 1 Friedman Test

Ranks

Opinion Mean Rank


2.83

Periodic orientation programs are conducted to explain the objectives and other details of the appraisal system. 1.88

Line managers generally spend time with their subordinate and discuss their performance. 1.85

The appraisals facilitate growth and learning of both appraisees and appraisers in the organization. 3.43

Table: 4.29


Test Statistics (a)

N 90

Chi-Square 122.185

df 3

Asymp. Sig. .000

Table: 4.30

a Friedman Test

62

INFERENCE:

The above table describes the opinions of appraisees and the appraisers on various

parameters. The above test statistics value of asymptotic significance is 0. Hence there is no

significant difference of opinion among all the departments.

Kendall’s tau – b Test

Hypothesis:

H0: There is no associate difference between the higher experience and the higher satisfaction.

H1: There is an associate difference between the higher experience and the higher satisfaction.


63

Test Sample: Kendall’s tau – b Test

Test Statistics:

Ordinal by Ordinal Kendall's tau-b

Strengthening relationship between appraiser and appraisee * start working fromCross tabulation


start working from

Total0 - 1 yrs

2- 5 yrs

5- 10 yrs

10 - 15 yrs

15- 20 yrs

strongly disagree

disagree

Count 0 0 2 1 0 3% within strengthening relationship betwe appraiser n appraisee

.0% .0%66.7%

33.3% .0%100.0%


60.0%

.0%20.0%

20.0% .0%100.0%

Count 16 8 6 1 0 31

64

neatural

agree

strongly agree

% within strengthening relationship betwe appraiser n appraisee

51.6%

25.8%

19.4%

3.2% .0%100.0%


45.5%

27.3%

18.2%

9.1% .0%100.0%


14.3%

14.3%

28.6%

28.6% 14.3%100.0%

Total


44.4%

23.3%

21.1%

10.0% 1.1%100.0%

Table: 4.31

Test Statistics: Ordinal by Ordinal Kendall's tau-b

Systematic Measure Value

Asymp. Std. Error(a)

Approx. T(b)

Approx. Sig.

Ordinal by Ordinal Kendall's tau-b.089 .104 .851 .395

N of Valid Cases90

Table: 4.32

a Not assuming the null hypothesis.b Using the asymptotic standard error assuming the null hypothesis.

Periodic orientation program are conducted to explain the object n other details of the app sys * start working from

Cross tabulation

65

Table: 4.33


66

Periodic orientation programs are conducted to explain the objectives and other details of the appraisal system.

start working from

Total

0 - 1 yrs

2- 5 yrs

5- 10 yrs

10 - 15 yrs

15- 20 yrs

strongly disagree

disagree

neatural

agree

strongly agree

Total

Count 7 1 1 2 0 11% within periodic orientation program are conducted to explain the object n other details of the app sys

63.6%

9.1% 9.1%18.2%

.0%100.0%


39.4%

33.3%

21.2%

6.1% .0%100.0%


41.7%

12.5%

29.2%

12.5%

4.2%100.0%


45.0%

25.0%

20.0%

10.0%

.0%100.0%


50.0%

50.0%

.0% .0% .0%100.0%


44.4%

23.3%

21.1%

10.0%

1.1%100.0%

Symmetric Measures ValueAsymp. Std. Error(a)

Approx. T(b)

Approx. Sig.


N of Valid Cases90

Table: 4.34


Line managers generally spend time with subordinates * start working from

Cross tabulation

67


start working from

Total0 - 1 yrs

2- 5 yrs

5- 10 yrs

10 - 15 yrs

15- 20 yrs

strongly disagree disagree neatural agree

strongly agree

Total

Count 10 2 1 2 0 15% within line managers generally spend time with subordiantes

66.7%

13.3%

6.7% 13.3% .0%100.0%


48.3%

20.7%

20.7% 10.3% .0%100.0%


33.3%

25.0%

29.2% 8.3% 4.2%100.0%


35.0%

30.0%

25.0% 10.0% .0%100.0%


50.0%

50.0%

.0% .0% .0%100.0%


44.4%

23.3%

21.1% 10.0% 1.1%100.0%

Table: 4.35


Symmetric Measures Value

Asymp. Std. Error(a)

Approx. T(b)

Approx. Sig.

Ordinal by Ordinal Kendall's tau-b.127 .088 1.453 .146

N of Valid Cases90

Table: 4.36a Not assuming the null hypothesis.b Using the asymptotic standard error assuming the null hypothesis.

Appraisals facilitate growth n learning of both appraisees and appraisers in the organization * start working from

Cross tabulation

68

The appraisals facilitate growth and learning of both appraisees and appraisers in the organisation.

start working from

Total0 - 1 yrs

2- 5 yrs

5- 10 yrs

10 - 15 yrs

15- 20 yrs

strongly disagree

disagree

neatural

agree

strongly agree

Total

Count 1 0 0 1 0 2% within appraisals facilitate growth n learining of both appraisees n appraisers in the orgn

50.0%

.0% .0% 50.0% .0%100.0%


.0% .0% 40.0% 60.0% .0%100.0%


77.8%

22.2%

.0% .0% .0%100.0%


44.2%

34.9%

18.6% 2.3% .0%100.0%


41.9%

12.9%

29.0% 12.9% 3.2%100.0%


44.4%

23.3%

21.1% 10.0% 1.1%100.0%

Table: 4.37


69

Symmetric Measures ValueAsymp. Std. Error(a)

Approx. T(b)

Approx. Sig.


N of Valid Cases90

Table: 4.38


INFERENCE:

The cross tabulation between the years of experience and the relationship between the

appriasee and the appraiser is no way related. Since there is no associate difference between the

years of experience and the satisfaction of appraisee, null hypothesis is rejected.

The cross tabulation between the periodic orientation and the years of experience shows

that there is significant association between years of experience and periodic orientation. Since

the value observed from the Kendall’s tau-b test is 0.654 which is greater than the level of

significance, null hypothesis is accepted.

The third table depicting the cross tabulation between the years of experience and the

time spent by the line managers with the subordinates throws the value of 0.164 which is less

than the level of significance. Hence the null hypothesis is rejected.

The last table showing the cross tabulation between the years of experience and the

facilitation of growth and learning gives the value of 0.614 which is greater than the level of

significance. Hence the null hypothesis is accepted.

70

CHAPTER V

71

CHAPTER V

FINDINGS, SUGGESTION

&

CONCULSION

FINDINGS & SUGGESTION

FOR 360 DEGREE APPRASIAL SYSTEMS:

72

FINDINGS:

Demographic findings:

1. Majority of the employees of Tecmo Industries are male (70%).

2. Majority of the age group of employees/appraisees (50%) were between 26-35 years of

age.

3. The majority of the employees/appraisees (48 %) have experience less than 5 years.

4. The majority of the employees/appraisees (36 %) belong to different department.

Dimensions Findings:

1. There is no relationship between the gender and ability to resolve conflicts tactfully.

2. The opinion by self and manger differs while ranking for individual performance.

3. The opinion by self and colleague does not differ while ranking for individual

performance.

4. It is found that the employees having high organizational commitment have highest

flexibility but have least co-operation in team work in their organizational

environment.

5. The priority order factors with respect to their importance in the organization were

analyzed. They are 1.flexibility, 2.organizational commitment, functional skill,

4.coaching and 5.team work.

6. Every supervisor is using their time efficiently and also consistently producing high

quality work.

FOR EXISTING PERFORMANCE APPRASIAL SYSTEM:

1. There is no such provision for periodic orientation program in the organization.

73

2. The line managers do not spend time with the sub-ordinates, since they spend

more time on production.

3. Only intra-departmental relationship exists and no inter-departmental relationship

exists in the organization.

4. No opportunity has been provided for the appraisee to communicate the support

required.

5. The appraisees do not know about their strengths and weaknesses and insight

about themselves.

6. The employees are not aware about the existing appraisal system and the methods

followed by the organization.

SUGGESTIONS:

FOR 360 DEGREE APPRASIAL SYSTEMS:

74

There should be a good understanding between the employees and with their colleagues. Hence it can be used in a positive way to improve their team spirit and work environment.

Flexibility is very high but team spirit is very low. Because of this there is lack of co-ordination from peers. So the Manager needs to motivate the supervisors.

There is a lack of co-operation between team members. So every supervisor should encourage the exchange of ideas and bring out colleagues’ strengths.

FOR EXISTING PERFORMANCE APPRAISAL SYSTEM:

The company should conduct periodic review programs, so that job efficiency and employees contribution will increase.

The Appraisal system should be open and should be communicated to all levels of employees.

The line managers should spend time with their employees for getting insight about them.

The employees of this organization should be provided with periodic orientation program to improve their operational efficiency.

CONCLUSION:

75

In this project, a performance appraisal system utilizing the performance appraisal criteria

has been analyzed from a company manufacturing pumps based in coimbatore. This system uses

multiforce evaluation model in assisting the supervisory level, to appraise their employees.

Utilizing the concept of using multiforce evaluation model in the performance appraisal system

could ease the changes need to be made in this system whenever it is necessary. This model

follows a systematic step in determining a staff’s performance, and therefore, it creates a system

of appraisal which is able to consistently produce reliable and valid results for the appraisal

process.

The performance appraisal system followed by the organization says that organization

has to improve their relationship between the supervisors and their subordinates. This appraisal

system also helped the organization to identify the communication gap between the employees,

supervisors and the management. The organization should emphasize on periodic orientation

program in order to enhance the employees understanding.

Bibliography:

76

Books:1) Performance Management – 2nd edition- By Herman Aguinis.

2) Human Resource Management – By Ashwathappa

3) Training & Development – By Dr.B.Janakiram.

Website:1) www.Techmoindustries.com

2) www.google.com

3) www.cii.in

QUESTIONARIES

77

http://www.cii.in/

http://www.google.com/

QUESTIONARIES: 1

360Degree appraisal system

Multi-rater Feedback Questionnaire

Name : _________________________ Department: ____________

Designation: ___________ Experience: Below 2 years 2-5 years 5-10 years Above 10 years

Age : 20 - 25 26 – 35 36 – 45 46 – 55 Above 55

Gender : Male Female

Please provide the names of the person who can appraise you (Manager, Peer / Colleague , Subordinate) One or more than one in each category.

1. ___________________ 2. ____________________ 3 ___________________

4. ___________________ 5. ____________________

Instructions:

1. For each item, circle the number that best matches your assessment of the individual’s current level of expertise or performance.

2. If you have no basis for judgment, circle “?”. This response will not be averaged in with other ratings.

3. Try to use a range of ratings in your assessment. Your feedback will be most helpful if it differentiates the individual’s true strengths from areas needing improvement.

4. Finally, fill in the open-ended question at the end of the questionnaire. Your constructive suggestion is particularly important for the organizations development and growth.

All information will remain confidential. Rater responses will be shared in aggregate form.


78

Name : _______________ Name of the person being rated:_______________

Designation: ___________ Department: ____________

Indicate your role with regard to the person being rated:

__ I am this person’s direct line/dotted line manager__ I report to this person__ I am a colleague or customer of this person

Instructions:

1. For each item, circle the number that best matches your assessment of the individual’s current level of expertise or performance.

2. If you have no basis for judgment, circle “?”. This response will not be averaged in with other ratings.

3. Try to use a range of ratings in your assessment. Your feedback will be most helpful if it differentiates the individual’s true strengths from areas needing improvement.

4. Finally, fill in the open-ended question at the end of the questionnaire. Your constructive suggestion is particularly important for the organizations development and growth.

All information will remain confidential. Rater responses will be shared in aggregate form.


79

For each item, circle the number that best matches your assessment of the individual's

current performance.

1Strongly disagree

2disagree

3Neutral

4Agree

5Strongly agree

?Don’t know

Performance Criteria Current Performance

Organizational Commitment

1. Supports department’s overall goals 1 2 3 4 5 ?

2. Adapts willingly to the changing responsibilities

1 2 3 4 5 ?

3. Acts in a manner that engages and motivates 1 2 3 4 5 ?

4. Builds positive & effective relationships with colleagues at all levels of organization

1 2 3 4 5 ?

Functional Skills

1. Knowledge of job 1 2 3 4 5 ?

2. Organizes and prioritizes work well 1 2 3 4 5 ?

3. Uses time efficiently 1 2 3 4 5 ?

4. Consistently produces high quality work 1 2 3 4 5 ?

5. Has shown improvement in required skills over the last year’s skill level

1 2 3 4 5 ?

Flexibility

1. Values and respects diverse opinions, experiences, background, cultures, and work styles

1 2 3 4 5 ?

2. Resolves conflicts tactfully 1 2 3 4 5 ?

3. Accepts change gracefully 1 2 3 4 5 ?

Teamwork

1. Demonstrates consideration, cooperation, and generosity within the team

1 2 3 4 5 ?

2. Actively seeks feedback on how interaction or process worked

1 2 3 4 5 ?

3. Ability to handle the task independently 1 2 3 4 5 ?

4. Ensures that actions are followed through to completion

1 2 3 4 5 ?

80

Coaching

1. Communicates expectations, Clarify queries and gives solution to others in a way that is clearly understood.

1 2 3 4 5 ?

2. Uses positive recognition to motivate or appreciate

1 2 3 4 5 ?

3. Encourages the exchange of ideas and brings out colleagues’ strengths

1 2 3 4 5 ?

4. If applicable, identifies areas for improvement for each person and sets related goals

1 2 3 4 5 ?

1) Give suggestions for organizational development and growth overall?

Comments

If there are any comments that you would like to share or issues that you would like to rise, please do so here:

Thank You!!!

QUESTIONARIES: 2

81

PERFORMANCE APPRAISAL EFFECTIVENESS

Employee name: Position: Department: Start working from:

S.NO.

OPINION

STRONGLY DISAGREE

DISAGREE NEATURAL AGREE

STRONGLY AGREE

1 The executive appraisal system in this organisation provides an opportunity for each appraisee to have a clear understanding of what is expected by his reporting officer during the performance year.

2 The appraisal system helps each appraisee and appraiser to have a clear joint understanding of each apraisee’s job.

3 The appraisal system provides an opportunity for each appraisee to communicate the support he needs from his superiors to perform his job well.

4The appraisal system provides an opportunity for self review and reflection.

5 The appraisal system provides an opportunity for a discussion between the appraiser and the appraisee on the expectations, achievements, failures, constraints and improvements required.

6 The appraisal system encourages open communication between each appraiser –appraisee pair through performance review discussions.

82

7


8 The appraisal system helps interested appraisees to gain more insights into their strengths and weaknesses.

9 The appraisal system has scope for communicating the plans of the top management and the business goals to the staff.

10 The objectives of the appraisal system are clear to all employees.

11 Periodic orientation programmes are conducted to explain the objectives and other details of the appraisal system.

12 Line managers generally spend time with their subordinate and discuss their performance.

13 Reporting officers help their apparaisees to plan their performance in the beginning of the year.

14 Performance review discussions are of high quality and are conducted with care.

15 The HRD department follows up the training needs identified during the appraisal seriously.

16 The appraisal data are used by the HRD department for other developmental decisions like job rotation, job enrichment and the like.

17 The reviewing officers take the appraisals seriously and educate their subordinates to overcome their personal biases and favouritism.

83

18 The HRD department actively reviews each appraisal and discusses them with the line managers.

19 The HRD department provides adequate feedback to the line managers on their rating behaviour and the decisions taken on their ratings.

20 The appraisals facilitate growth and learning of both appraisees and appraisers in the organisation.

SIGNATURE

THANK YOU

84

A STUDY ON ASSESSING SUPERVISORS PERFORMANCE THROUGH 360 DEGREE FEEDBACK AT TECMO INDDUSTRY,...

Documents

Transcript of A STUDY ON ASSESSING SUPERVISORS PERFORMANCE THROUGH 360 DEGREE FEEDBACK AT TECMO INDDUSTRY,...