athi prjct

7/30/2019 athi prjct

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CHAPTER 1

INTRODUCTION

1.1 Organization profile


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MIRACLE RUBBER PVT LTD is a successful concern in the production of reclaimed Rubber

in India. The company is situated 2km away from Perinthalmanna. Miracle rubber is a private

limited company which started it functions on 1987 after getting the commencement of the

certificate. MIRACLE RUBBER PRIVATE LIMITED owns 2.5 acres of land .This is not an

industrial area, but there are sufficient infrastructure facilities for the efficient functioning and

growth of the firm. It takes more than vision and determination to emerge as the largest

reclaimed rubber producer in Kerala. It takes courage and over 25yrs of experiences

Established in 1985, Miracle rubber began producing with a modest capacity of only 1400 MT.

from then on there is no looking back. Miracle rubber grew manifold and widened its

geographical presence in India and abroad. It was conferred the Export House status by the

government of India for its steady export growth and performance.

Miracle Rubber PVT ltd. was incorporated the under the small scale sector backed by a few professionals from various fields and started its production in 1987 with 840 metric tons of

Reclaimed Rubber manufactured from scrap tier. Due to the technological expertise of

professionals, the company could become a major player in the reclaim rubber within a very

short period and demand for its products caught the market situation .The industries like Tread

Rubber, Auto components, Car mat, Door mat and the like have shown significant growth. This

has resulted if further demand for Reclaimed Rubber and forced the management to think of

additional production Capacity. The Company has always been in the forefront to adopt,

implement and practice latest technology in the area of reclaiming the scrap rubber. Thus helped

the company to diversify its product portfolio. As result, besides the reclaimed rubber the

developed new products from scrap rubber latex, latex gloves and rubber peelings. Reclaimed

rubber from scrap Synthetic Poly Isoprene has also added in to its portfolio.

1.2 Organization at a glance


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Name of the company : Miracle Rubber Private LTD

Location : Perinthalmanna

Started in : 1987

Main product : Reclaimed rubber

Raw material : Rubber waste

Employee strength : 100

Production capacity : 1700 ton p.a

Departments : Production Department

Preparatory Department

Finishing Department

Quality assurance Department

Human resource DepartmentService Department

Electrical Maintenance

Mechanic Maintenance

Administrative Department

Accounts Department

Stores Department

Working shift : Ist shift: 8am to 4.30 pm

: IInd shift: 4.30 pm to 1pm

: IIIrd shift: 1pm to 8am

Trade unions : AITUC, CITU

1.3Organisation structure of Miracle Rubber Pvt ltd


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1.4 Objective of the company


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The important objective of the company specified in the memorandum of association, there are:

1. Manufacturing and marketing of the reclaimed rubber

2. Maximization of sales and productivity

3. Purchasing, selling, exporting reclaimed rubber and like products related to rubber

industry.

4. Research and development in reclaimed and related goods.

5. Maintaining employment and safeguard the interest of workers.

6. Helping the rapid economic growth and industrial development of the state.

7. Doing all such things which may be necessary or convenient in the attainment of any of

the objective

1.5Capital of the companyMIRACLE RUBBER PRIVATE LIMITED Established in 1985 with a gross capital of 30.lakhs

among that 25% was bank loan .Company began producing with a modest capacity of only 1400

MT.

1.12Location

Miracle Rubber Pvt Ltd is successful concern in the production of Reclaimed Rubber in Kerala.

The company is situated 2km away from Perinthalmanna.

1.6Vision and mission of the company

1.7 Mission

We envision to protect earths natural resources and to innovate newe r ways to reclaim quality

rubber

Improve the product and process through continuous research and development

Adopt process automation for economizing the product cost Development and improve in-house machine design achieve more output

Design and production and production of reclaimed rubber production machineries

Increase the sales in the global market

More emphasis on quality

Innovative method of production


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Wide product range

Experienced personnel in key areas

1.8 Vision

The companys strategic plan focuses on building and maintaining a solid revenue generating

position through the aggressive sales management and acquisitions of leading players in the

rubber recycling industry

Miracle currently has either closed the acquisition of or signed letters of intent to acquire each of

the following

Rubber and recycling, Inc is the largest whole tyre to crumb processor in the world with

four operating facilities. Miracle completed the acquisition on January 8 ,2001 providing

the company with extensive crub rubber production capacity

Rad- tech fabricators, Inc are a manufacturer of molded and extruded rubber products.

The company plans on utilizing the acquired manufacturing capacity and product lines to

commence production of products employing devocalized material.

1.9 Statement of the Problem


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The project is aimed at analyzing effectiveness of the performance appraisal in companies.

1.10 Objective of the study

Primary objective

To study the effectiveness of performance appraisal system in Miracle Rubber Pvt Ltd

Secondary objective

To analyze the effectiveness of the present performance appraisal system in Miracle

Rubber Pvt Ltd

To assess whether the current performance appraisal system motivates the employee. To study whether the employees are satisfied with the present performance appraisal

system.

1.11 Scope of the project To have a reasonable understanding of the term performance appraisal To understand what needs to be done for its effective implementation To understand the benefits of the system To know how it helps in planning of career of employees

To know how it helps in the future requirement of the organizations as it grows

1.12 Research methodology


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a) Research design :

The study used descriptive research design to find out the effectiveness of performance appraisal

system as it is mainly use to explain the state of affairs as it emits at present in the company.

b) Data sources :

The study used many data to evaluate the effectiveness of performance appraisal system. Hence

both primary and secondary data sources are too been for adequate data.

Primary data means the data collected directly. A questionnaire prepared based on the objectives

and were collected directly from the respondents.

Secondary data is collecting data which has already been collected earlier for some other purpose. The secondary source of data is company records, pamphlets, company broachers etc.

c) Tools of data collect

The study employed questionnaire direct observation and interviewing to collect primary data.

The main advantages of this study are simple and ease of data processing.

d) Population and sample

The universe for the study mainly comprised of its permanent employees. Miracle consists of

100 permanent employees.

e) Sample size :

Sample size refers to group which is selection or a pick out from the totality population. A

sample of 50 from the entire population of employees was selecting for the study based on

simple random sampling.

f) Instrument design and testing :


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Structured questionnaire with closed-ended questions is to design to collect data. Based on the

test data, the questionnaire was revised and improved, informal interviews were also held for

data collection.

1.13Limitations of the study

Whatever care we take while conducting the research no research is fully devoid of limitations.

The main limitations of the study.

1. Time is the limiting factor for the study.

2. As most of non-managerial employees were undergraduates the response to the questionnaire

from their side was not study. However reasonable care and effort is taking to minimize the

effect of such limitations on study outcome.


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CHAPTER 2

REVIEW OF LITERATURE

2.1EFFECTIVENESS OF PERFORMANCE APPRAISAL SYSTEM


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IN

MIRACLE RUBBER PVT LTD

Miracle Rubber PVT LTD is a successful concern in the production of reclaimed rubber in India.It takes more than vision and determination to emerge as the largest reclaim rubber producer in

Kerala. It is dedicated services for more than 25 years. They al ways look in to employees

satisfaction for achieving their company vision and mission. For that they analyze the

performance and progress of an employee or a group of employees on a given job and his / their

potential for future development. It consists of all formal procedures used in the working

organizations to evaluate personalities, contributions and potentials of employees.

Performance appraisal techniques in Miracle

As per the study conducted in Miracle they mainly focus

Field review

The field review is one of several techniques for doing this. A member of the personnel or

central administrative staff meets with small groups of raters from each supervisory unit and

goes over each employee's rating with them to (a) identify areas of inter-rater disagreement, (b)

help the group arrive at a consensus, and (c) determine that each rater conceives the standards

similarly. .

Graphic rating scale

This technique may not yield the depth of an essay appraisal, but it is more consistent and

reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is

he outstanding, above average, average, or unsatisfactory) and on a variety of other factors that

vary with the job but usually include personal traits like reliability and cooperation. It may also

include specific performance items like oral and written communication.

In the business world investment is made in machinery, equipment and services. Quite naturally

time and money is spent ensuring that they provide what their suppliers claim. In other words the

performance is constantly appraised against the results expected.


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When it comes to one of the most expensive resources companies invest in, namely people, the

job appraising performance against results is often carried out with the same objectivity. Each

individual has a role to play and management has to ensure that the individuals objectives

translate into overall corporate objectives of the company. Performance Management includes

the performance appraisal process which in turn helps identifying the training needs and provides

a direction for career and succession planning.

Approaches to performance appraisal

Performance appraisal - traditional approach

Traditionally, performance appraisal has been used as just a method for determining and

justifying the salaries of the employees. Than it began to be used a tool for determining rewards(

a rise in the pay) and punishments(a cut in the pay) for the past performance of the employees.

This approach was a past oriented approach which focused only on the past performance of the

employees i.e. during a past specified period of time. This approach did not consider the

developmental aspects of the employee performance i.e. his training and development needs or career developmental possibilities. The primary concern of the traditional approach is to judge

the performance of the organization as a whole by the past performances of its employees

Therefore, this approach is also called as the overall approach.

1950s the performance appraisal was recognized as a complete system itself and the Modern

Approach to performance appraisal was developed.

Performance appraisal modern approach


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The modern approach to performance appraisal process more formal and structured .Now, the

performance appraisal taken as a tool to identify better performing employees from others,

employees' training needs, career development paths, rewards and bonuses and their promotions

to the next levels.

Appraisals have become a continuous and periodic activity in the organizations. The results of

performance appraisals are used to take various other HR decisions like promotions, demotions,

transfers, training and development, reward outcomes. The modern approach to performance

appraisals includes a feedback process that helps to strengthen the relationships between

superiors and subordinates and improve communication throughout the organization.

The modern approach to performance appraisal is a future oriented approach and is

developmental in nature. This recognizes employee as individuals and focuses on their development.

Global trends

The emergence of following concepts and the following trends related to performance appraisal

can be seen in the global scenario:

360 degree appraisals

360 degree feedback also known as multi-rater feedback is the most comprehensive appraisalwhere the feedback about the employees performance comes from all the sources that come in

contact with the employee on his job. Organization increasingly using following various sources

such as peer input, customer feedback, and input superiors. Different forms with different

formats are being used to obtain the information regarding the employee performance.

Team performance appraisal

According to a wall street journal headline, Teams have become common place in U.S.Companies. Most of the performance appraisal techniques are formulated with individuals in

mind i.e to measure and rate the performance of the individual employee. Therefore, with the

number of teams increasing in the organizations it, becomes difficult to measure and appraise the

performance of the team. The question is how to separate the performance of the team from the


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performance of the employees. A solution to this problem that is being adopted by the companies

is to measure both the individual and the team performance.

Sometimes team based objectives are also included in the individual performance plans.

Rank and yank strategy

Also known as the "up or out policy", the rank and yank strategy refers to the performance

appraisal model in which best-to-worst ranking methods are used to identify and separate the

poor performers from the good performers. Then the action plans and the improvement

opportunities of the poor performers are discussed and they are given to improve their

performance in a given time period, after which appropriate HR decisions are taken. Some of the

organizations following this strategy are Ford, Microsoft and Sun Microsystems.

Understanding Performance Management

What is Performance Appraisal

PERFORMANCE MANAGEMENT

DETERMINE INDIVIDUAL

OBJECTIVES LINKED TO

CORPORATE GOALS

PERFORMANCE APPRAISAL

ENSURE RESPONSIBILITY AND

ACCOUNTABILITY

PERFORMANCE LINKED INCREMENTS/

INCENTIVES/ REWARDS

CORPORATE GOALS


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Performance Appraisal is defined as the process of assessing the performance and progress of an

employee or a group of employees on a given job and his / their potential for future development.

It consists of all formal procedures used in working organizations and potential of employees.

According to Flippo, Performance Appraisal is the systematic, periodic and an important rating

of an employees excellence in matters pertaining to his present job and his potential for a better

job.

Performance is synonymous with behaviour; it is what people actually do. Performance includes

those actions that are relevant to the organizational growth and can be measured in terms of each

individuals proficiency (level of contribution). Effectiveness Performance refers to the

evaluation of results of performance that is beyond the influence or control of the individual.

How is Performance Managed

Good performance by the employees creates a culture of excellence, which benefits the

organization in the long run. The activity includes evaluation of jobs and people both, managing

gender bias, career planning, and devising methods of employee satisfaction etc. the efforts are

to make to generate the individuals aspirations with the objectives of the organization.

Organization has to clear the way of career advancements for talented and hardworking people.

Fear of any kind from the minds of the employees should be removed so that they give best to

their organization. Allow free flow of information. Communication network should be designed

in such a way no one should be allowed to become a hurdle. This enables the managers to take

correct decisions and that too quickly.

Why performance appraisal

Todays working climate demands a great deal of commitment and effort from employees, who

in turn naturally expect a great deal more from their employers. Performance appraisal is

designed to maximize effectiveness by bringing participation to more individual level in that it provides a forum for consultation about standards of work, potential, aspirations and concerns. It

is an opportunity for employees to have significantly greater influence upon the quality of their

working lives. In these times of emphasis on quality, there is a natural equation: better quality

goods and services from employees who enjoy better quality goods and services from their

employers.


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Performance appraisal must be seen as an intrinsic part of a managers responsibility and not an

unwelcome and time-consuming addition to them. It is about improving performance and

ultimate effectiveness.

Performance appraisal is a systematic means of ensuring that managers and their staff meet

regularly to discuss post and present performance issues and to agree what future is appropriate

on both sides.

This meeting should be based on clear and mutual understanding of the job in question and the

standards and outcomes, which are a part of it. In normal circumstances, employees should be

appraised by their immediate managers on one to one basis. Often the distinction between

performance and appraising is not made. Assessment concerns itself only with the past and the present. The staff is being appraised when they are encouraged to look ahead to improve

effectiveness, utilize strengths, redress weaknesses and examine how potentials and aspirations

should match up.

It should also be understood that pushing a previously prepared report across and desk cursorily

inviting comments, and expecting it to be neatly signed by the employee is not appraisal - this is

merely a form filling exercise which achieves little in terms of giving staff any positive guidance

and motivation.

The appraisal of performance should be geared to:

Improving the ability of the jobholder; Identifying obstacles which are restricting performance Agreeing a plan of action, that will lead to improved performance.

It is widely accepted that the most important factor in organization effectiveness is the

effectiveness of the individuals who make up the organization. If every individual in the

organization becomes more effective, then the organization itself will become more effective.


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The task of reviewing situations and improving individual performance must therefore be a key

task for all managers.

For appraisal to be effective, which means producing results for the company, each manager has

to develop and apply the skills of appraisal

These are: -

Setti ng standar ds on the performance required, which will contribute to the

achievement of specific objectives

M onitoring perf ormance in a cost effective manner, to ensure that previously agreed

performance standards are actually being achieved on an ongoing basis

Analyzin g any dif ferences between the actual performance and the required performance

to establish the real cause of a shortfall rather than assume the fault to be in the jot holder.

Interviewing having a discussion with the jobholder to verify the true cause of a shortfall,

a developing a plan of action, which will provide the performance, required

Appraisal can then become a way of life, not concerned simply with the regulation of rewards

and the identification of potential, but concerned with improving the performance of the

company. The benefits of appraisal in these terms are immediate and accrue to the appraising

manager, the subordinate manager/employee, and to the company as a whole

Benefits of Performance Appraisals

Measures an employees performance.


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Helps in clarifying, defining, redefining priorities and objectives.

Motivates the employee through achievement and feedback.

Facilitates assessment and agreement of training needs.

Helps in identification of personal strengths and weaknesses.

Plays an important role in Personal career and succession planning.

Clarifies team roles and facilitates team building.

Plays major role in organizational training needs assessment and analysis.

Improves understanding and relationship between the employee and the reporting

manager and also helps in resolving confusions and misunderstandings.

Plays an important tool for communicating the organizations philosophies, values, aims,

strategies, priorities, etc. among its employees. Helps in counseling and feedback.


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CHAPTER 3&4

DATA ANLYSIS AND INTERPRETATION

TABLE 1

ANALYSIS AND INTERPRETATION

TABLE SHOWING THE GENDER OF THE RESPONDENTS

GENDER NO. OF RESPONDENTS PERCENTAGE (%)

MALE 27 54

FEMALE 23 46


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TOTAL 50 100

CHART 1

INTERPRETATION

From the table 1 and chart 1, we are able to understand the distribution of respondents based on

their gender. Among the total respondents 54 % is male and 46% are female.

TABLE 2

TABLE SHOWING MARITAL STATUS OF EMPLOYEES

MARITAL STATUS NO. OF RESPONDANTS PERCENTAGE (%)

MARRIED 30 60

SINGLE 20 40

MALE54%

FEMALE46%

GENDER OF THE RESPONDENTS


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TOTAL 50 100

CHART 2

INTERPRETATION

From the table 2 and chart 2, we are able to understand the marital status of employees. Among

the total respondents 60% is married and 40% are single.

TABLE 3

TABLE SHOWING THE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

MARRIED60%

SINGLE40%

MARITAL STATUS OF RESPONDANTS

EDUCATIONAL

QUALIFICATION

NO. OF

RESPONDENTS

PERCENTAGE (%)

SSLC 14 28


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CHART3

INTERPRETATION

From the table 3 and chart 3, we are able to understand the Educational Qualification of

respondents. Among the total, 20% are post graduates, 28% are graduates, 24% are HSE and

28% are SSLC.

TABLE 4

TABLE SHOWING WORK EXPERIENCE OF THE RESPONDENTS

HSE 12 24

GRADUATE 14 28

POST GRADUATION 10 20

TOTAL 50 100


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CHART 4

INTERPRETATION

From the table 4 and chart 4, we are able to understand the work experience of the respondents.

Among the total respondents 20% have a work experience of 1-5 years, and 32% of respondents

have 5-10 years of experience. 48% have above 15 years of experience.

TABLE 5

TABLE SHOWING SALARY OF RESPONDENTS

AMOUNT IN RUPEES RESPONDENTS PERCENTAGE

6000-10000 17 34

10000-15000 16 32

PERIOD OF SERVICE

(IN YEARS)

NO.OF

RESPONDENTS

PERCENTAGE (%)

1-5 10 20

5-10 16 32

10-15 24 48

TOTAL 50 100


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15000-20000 12 24

ABOVE 20000 5 10

TOTAL 50 100

CHART 5

INTERPRETATION

From table 5 and chart 5, we are able to understand the distribution of salary of respondents.

Among the total respondents, 12% have a salary in between 15000 and 20000. 5% have above

20000, 16% have in between 10000 and 15000, and 17% have salary in between 6000 and

10000.

6000-1000017%

10000-1500016%

15000-2000012%

ABOVE 200005%

SALARY OF RESPONDENTS


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TABLE 6

TABLE SHOWING RESPONDENTS AWARENESS ABOUT THE PRESENT

PERFORMANCE APPRAISAL IN THE ORGANIZATION

CHART 6

INTERPRETATION

From the table 6 and chart 6 we are able to understand respondents awareness about the present

performance appraisal system in the organization. Among the total respondents 64% is aware

and 36% are not aware about the present performance appraisal in the organization.

YES64%

NO36%

RESPONDENTS AWARENESS ABOUT THE

PRESENT PERFORMANCE APPRAISAL IN

THE ORGANIZATION

AWARE ABOUT

THE PRESENT

PERFORMANCE

APPRAISAL

RESPONDENTS PERCENTAGE

YES 32 64

NO 18 36

TOTAL 50 100


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TABLE 7

TABLE SHOWING RESPONDENTS OPINION ABOUT WORK STANDARDS SET BY

THE ORGANIZATION INCREASING THEIR PERFORMANCE OR NOT

OPINION RESPONDENTS PERCENTAGE (%)

STRONGLY AGREE 14 28

AGREE 24 48

DISAGREE 4 8

STRONGLY DISAGREE 8 16

TOTAL 50 100

CHART 7

INTERPRETATION

From the table7 and chart 7, we are able to understand opinion of employees about work

standards set by the organization helps in improvement of performance. Among the total, 48%

agree with the statement, 16% strongly disagree, 28% strongly agree and 8% disagree with the

statement.

STRONGLYAGREE

28%

AGREE48%

DISAGREE8%

STRONGLY

DISAGREE16%

WORK STANDARDS SET BY THE ORGANIZATION

INCREASING THEIR PERFORMANCE OR NOT


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TABLE 8

TABLE SHOWING OPINION OF THE RESPONDENTS ABOUT THE APPRAISAL

SYSTEM MOTIVATES OR NOT

CHART 8

INTERPRETATION

From the table8 and chart8, we are able to understand whether the appraisal system motivates the

employees or not. Among the total respondents, a majority of 64% have the opinion that the

appraisal system motivates and 18% have an opinion that it not motivates them.

YES64%

NO18%

THE APPRAISAL SYSTEM MOTIVATES OR

NOT


YES 32 64

NO 18 36

TOTAL 50 100


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TABLE 9

TABLE SHOWING OPINION OF RESPONDENTS ABOUT WHETHER THE APPRAISER

IDENTIFIED ANY TRAINING NEEDS OR NOT


YES 30 60

NO 20 20

TOTAL 30 100

CHART 9

INTERPRETATION

From the table9 and chart 9, we are able to understand whether the appraiser identified any

training need or not. Among the total, 60% say yes and 20% say no.


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TABLE 10

TABLE SHOWING OPINION OF RESPONDENTS ABOUT PROMOTION ACTIVITIES

ARE BASED ON PERFORMANCE APPRAISAL OR NOT


YES 27 54

NO 23 46

TOTAL 50 100

CHART 10

INTERPRETATION

From the table 10 and chart10, we are able to understand whether the promotion activities are

based on performance appraisal or not. 54% says yes and 23% says no.

YES54%

NO23%

PROMOTION ACTIVITIES ARE BASED ON

PERFORMANCE APPRAISAL OR NOT


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TABLE 11

TABLE SHOWING METHOD OF PERFORMANCE APPRAISAL USED IN THE

ORGANIZATION

CHART 11

INTERPRETATION

From the table11 and chart11, we are able to understand method of performance appraisal used

in the organization. Among the total, 28% says confidential report, 48% says rating scale, 10%

says checklist, another 10% says MBO and 4% says trait based method.

METHOD USED RESPONDENTS PERCENTAGE (%)

RATING SCALE 24 48

CONFIDENTIAL REPORT 14 28

CHECK LIST 5 10

MBO 5 10

TRAIT BASED 2 4TOTAL 50 100

RATING SCALE48%

CONFIDENTIALREPORT

28%

CHECK LIST10%

MBO10%

TRAIT BASED4%

METHOD OF PERFORMANCE APPRAISAL USED IN

THE ORGANIZATION


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TABLE 12

TABLE SHOWING OPINION OF RESPONDENTS ABOUT RELATIONSHIP BETWEEN

THE APPRAISER AND APPRAISE

OPINION RESPONDENTS PERCENTAGE

HIGHLY SATISFIED 10 20

SATISFIED 20 40

MODERATE 15 30

DISSATISFIED 5 10

HIGHLY DISSATISFIED NIL NIL

TOTAL 50 100

CHART 12

INTERPRETATION

From the table 12and chart 12, we are able to understand the relationship between the appraiser

and appraise. Among the total 20% are highly satisfied, 30% are moderate, 40% are satisfied and

another 10% are dissatisfied with the relationship between the appraiser and appraise.

HIGHLY SATISFIED20%

SATISFIED40%

MODERATE30%

DISSATISFIED10%

HIGHLYDISSATISFIED

0%

RELATIONSHIP BETWEEN THE APPRAISER AND

APPRAISE


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TABLE 13

TABLE SHOWING OPINION OF RESPONDENTS ABOUT FEEDBACK AND GUIDENCE

GIVEN OR NOT BEFORE THE ANNUAL APPRAISAL


YES 30 60

NO 20 40

TOTAL 50 100

CHART 13

INTERPRETATION

From table 13 and chart 13, we are able to understand whether any feedback and guidance given

or not before the annual appraisal. Among the total respondents, 60 say yes and the rest 20% say

no.

YES60%

NO20%

FEEDBACK AND GUIDENCE GIVEN TO THE

RESPONDENTS BEFORE THE ANNUAL

APPRAISAL


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TABLE 14

TABLE SHOWING FACTORS AFFECTING PERFORMANCE APPRAISAL IN THE

ORGANIZATION

FACTORS RESPONDENTS PERCENTAGE (%)

ENVIRONMENTALCONSTRAINTS

9 18

ORGANIZATIONALLEADERSHIP

15 30

ORGANIZATIONSTRUCTURE

12 24

INTERDEPENDENCE OFSUBSYSTEM

14 28

TOTAL 50 100

CHART 14

INTERPRETATION

From the table 14 and chart 14, we are able to understand the factors affecting performance

appraisal in the organization. Among the total respondents, 18% says environmental factors,

28% says interdependence of subsystem, and 24% says organizational structure.30%

organizational leadership.

ENVIRONMENTAL CONSTRAINTS

18%

ORGANIZATIONAL LEADERSHIP

30%

ORGANIZATIONSTRUCTURE

24%

INTERDEPENDENCE OF

SUBSYSTEM

28%

FACTORS AFFECTING PERFORMANCE APPRAISAL

IN THE ORGANIZATION


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TABLE 15

OPINION OF RESPONDENTS ABOUT TIMELY FEEDBACK HELP IN IMPROVEMENT

OF PERFORMANCE


STRONGLY AGREE 16 32

AGREE 22 44

DISAGREE 2 4

STRONGLY DISAGREE 10 20

TOTAL 50 100

CHART 15

INTERPRETATION

From the table15 and chart 15, we are able to understand opinion of employees about timely

feedback helps in improvement of performance. Among the total, 44% agree with the statement,

20% strongly disagree, 32% strongly agree and 4% disagree with the statement.

STRONGLY AGREE32%

AGREE44%

DISAGREE4%

STRONGLYDISAGREE

20%

TIMELY FEEDBACK HELP IN IMPROVEMENT

OF PERFORMANCE


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TABLE 16

TABLE SHOWING OPINION OF RESPONDENTS ABOUT 0PRGANIZATION CONDUCT

ANY

PROGRAM ON PERFORMANCE APPRAISAL OR NOT


YES 26 52

NO 24 48

TOTAL 50 100

CHART 16

INTERPRETATION

From the table16and chart 16 we are able to understand whether the organization conducted any

programs on performance appraisal or not. Among the total 52% says yes, and 48% says no.

YES52%NO

48%

0RGANIZATION CONDUCT ANY PROGRAM

ON PERFORMANCE APPRAISAL OR NOT


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TABLE 17

TABLE SHOWING THE OPINION OF RESPONDENTS ABOUT EXISTING

PERFORMANCE APPRAISAL


HIGHLY SATISFIED 10 20

SATISFIED 12 24

MODERATE 14 28

DISSATISFIED 8 16

HIGHLY DISSATISFIED 6 12

TOTAL 50 100

CHART 17

INTERPRETATION

From the table 17 and chart 17, we are able to understand opinion of respondents about existing

performance appraisal. Among the total 28% have moderate opinion, 20% are highly satisfied,

24% are satisfied, and 16% are dissatisfied12%highy dissatisfied with the existing performance

appraisal system of the organization.

HIGHLY SATISFIED20%

SATISFIED24%

MODERATE28%

DISSATISFIED16%

HIGHLYDISSATISFIED

12%

EXISTING PERFORMANCE APPRAISAL


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CHAPTER 5

FINDINGS AND RECCOMENDATIONS


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5.1 Findings

effectiveness of performance appraisal system is high in Miracle Rubber Pvt Ltd

present performance appraisal system is effective in Miracle Rubber Pvt Ltd Employees are satisfied with current performance appraisal system The current performance appraisal system motivates the employees.

5.2Suggestions

Proper knowledge should be provided to employees with regards to the merits of

performance appraisal for efficient functioning of the firm.

Performance appraisal program should be conducted fairly Proper care should be taken while distribution of authority and responsibility. Proper awareness should be provided with regard to the policies of the company. Superiors should make ensure that the employees are happy with the remuneration. Superiors should regularly discuss about the update description regarding company

planning and policies.


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5.3 SUMMERY

This project has been undertaken to share my experience on performance appraisal system as

well as to enhance my understanding of this subject by doing some study and research. The project explains effectiveness of performance appraisal in MIRACLE RUBBER PVT LTD and

different methods used in to evaluate the performance of employees in its effective

implementation and the benefits of the system .It also aims at understanding the problems

associated with performance appraisal and suggests measures to be adopted to overcome these

issues. Overall objective is to understand the effectiveness of performance appraisal system.

With rewards being directly linked to achievement of objectives, goal setting and Performance

Appraisal assumes utmost importance.

The Performance Appraisal System has been professionally designed and it is

monitored by HRD. The implementation is the responsibility of each and every employee along

with their supervisor. There should be adequate training to the evaluator that will go a long way

in answering the quality of Performance Appraisal. In conclusion, a Performance Appraisal is a

very important tool used to influence employees. A formal Performance review is important as it

gives an opportunity to get an overall view of job performance and staff development.

It encourages systematic and regular joint-stocking and planning for the future. Good

performance reviews therefore dont just summarize the past they help determine future performance .

Performance appraisal is a crucial activity for organizations that are looking for

organizations growth and profit maximization in this ever increasing competitive environment.

This project report is based on theory as well as research and experience. The research report

starts with the background and explains its importance in the Performance management system

and also its changed scenario.


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BIBILIOGRAPHY

www.google.com

BOOKS AUTHOR PUBLISHERS EDITION

Human resource

management

Gary dessler Pearson

education

9t edition

Human resource

management

Seetharaman.s Sultan Chand

and sons

The Art of HRD, Reward

Management

Micheal Armstrong

and Helen Murlis

Scitech

publications

pvt ltd

Volume 9


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APPENDICES

ANNEXURE- 1

QUESTIONNAIRE

A STUDY ON EFFECTIVENESS OF PERFORMANCE APPRAISAL IN MIRACLE

PVT LTD,

PATHAIKKARA

Personal Details:

1. Name :

Department :

Marital Status :

Age:

a) 18 25 b) 26 35 c) 36 45 d) above 45

Education:

a) SSLC b) HSC c) Graduation d) Post Graduation

Specify______

Experience

a) Below 2 years b) 3 - 5 years c) above 5 years


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Other Details:

2. Number of working days per month:

a) 20 - 22 b) 23 - 25 c) 25 - 28 d) 29 - 31

3. How many days do you take leave in a month?

a) 0 b) 1 - 5 c) 6 - 10 d) 1 0 - 1 5

e) 16 - 20

4. How long you are working in the company?a) < 5 years b) < 10 years c) > 10 years

5. How many training programs did you attended in the last year?

a. I attended all the training programs arranged by my company

b. I attended some of the training programs arranged by my particular circle of work

c. I did not attend any of the training programs as I was busy in the project work

d. I do not require any training. So did not attend any training program

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

a. Good

b. Fair

c. Poor

7. In your Opinion Performance Appraisal is?

a. Evaluation of Employees

b. Promotion of Employees


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c. Job Satisfaction of Employees

d. Motivation

8. Which method of performance appraisal is implemented in the organization?

a. Merit

b. Grading

c. Other

9. Do you receive any increment in your salary after performance Appraisal?

a. Yes

b. No

10. Do you think that performance Appraisal help to provide an atmosphere where all are

encouraged to share one another burden.

a. Yes

b. No

11. Do you think performance appraisal helps people set and achieve meaningful goals?

a. Yes

b. No

12. Do you think performance appraisal give constructive criticism in a friendly and positive

manner?


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a. Yes

b. No

13. Do you think that performance of employees improve after process of performance

appraisal?

a. Yes

b. No

10. Do you think performance appraisal improves motivation and job Satisfaction?

a. Yes

b. No

14. Is the top level management partial in Performance Appraisal?

a. Yes

b. No

15. Do you think performance appraisal helps to change behaviour of Employees?

a. Yes

b. No

16. In your opinion Performance Appraisal system of your organization is related to which of

the following?


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a. Retention of Employees

b. Recruitment System

c. Organizational Culture

d. Motivation

17. after performance appraisal improvement in your performance.

a. 10-20

b. 20-30

c. 30- Above

18. What in your opinion should be the time period of conducting continuous Appraisal?

a) Quarterly b) Half Yearly c) Yearly

Any specific reason

19. Who in your opinion should appraise the employee?

a) Superior b) Peer

c) Subordinates d) Self Appraisal

e) Consultant f) All of the above

20. Does the appraisal system helps in polishing the skills or performance area?

a) Yes b) No c) Somewhat


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21. Do you think personal bias creeps in while appraising an individual?

a) Yes b) No

22. If given a chance or an opportunity would you like that the current appraisal procedureshould be reviewed?

a) Yes b) No c) Cant Say

23. Does Performance Appraisal helps in improving the productivity of the employees?

a. Yes

b. No

24. Does Performance Appraisal leads to identification of hidden potential of the employees?

a .Yes

b.No

25 . Does the appraisal system provide a good communication between the top-management

a) Yes b) No

26. Suggestions and views...............................


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