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A STUDY ON EFFECTIVENESS OF EMPLOYEE PERFORMANCE

APPRAISAL TO SHALOM GARMENTS IN

VALLIOOR

SUBMITTED BY

A.SAHAYA JENITA

Reg. no: 963211631044

A PROJECT REPORT

Submitted to

FACULTY OF MANAGEMENT STUDIES,

PET ENGINEERING COLLEGE

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY, CHENNAI

SEPTEMBER-2012

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BONAFIDE CERTIFICATE

This is to certify that the project report on A STUDY ON EFFECTIVENESS OF

EMPLOYEE PERFORMANCE APPRAISAL TO SHALOM GARMENTS,

VALLIOOR is the bonafide work done by A.SAHAYA JENITA

(Reg. No: 963211631044) who carried out the project work under my supervision.

Internal Guide Head of the Department

Mrs. B. Subha, M.B.A, (Ph. D)., Mrs. D. Ranjitham, B.SC, MBA,

M.phil, Ph.D.

Assistant Professor Head of the department

PET Engineering College PET Engineering College

Vallioor. Vallioor.

Submitted for the project Viva-Voce Examination held on PET Engineering College

vallioor on .

Internal Examiner External Examiner

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DECLARATION

I do here by declare that the project work titled A STUDY ON EFFECTIVENESS

OF EMPLOYEE PERFORMANCE APPRAISAL IN SHALOM GARMENTS,

VALLIOOR is the record of original work done by me under the guidance

Mrs. B.Subha, M.B.A, (Ph.D), I also confirm that no part has been submitted before

any other course.

Place: vallioor Signature

Date:

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ACKNOWLEDGEMENT

First of all I would like to thank GOD for his grace and love throughout the

project period. With great pleasure and sincerity I thank Dr. A. SYED ABU

THAHEER, ME,Ph.D, Principal PET Engineering College, Vallioor, for his generous

advice, great enthusiasm and constant inspiration for the successful accomplishment of

the project.

I place my special thanks to Mrs. D. Ranjitham B.SC, M.B.A, M.phil, Ph.D,

professor and the Head of the Department, PET School of Management Studies, PET

Engineering College for his incessant encouragement and scholarly remarks throughout

this study which made it possible to complete this dissertation work.

I express my gratitude to Mrs. B. Subha, M.B.A, (Ph.D). Assistant Professor in

PET School of Management in Studies, who guided and helped me in the preparation

and completion of this project work.

I am grateful to all managers and employees, SHALOM GARMENTS,

VALLIOOR, for giving the opportunity to conduct the study in his reputed

organization.

I am also elated to thank all my professors and organizational guide for their

tireless efforts guiding me to the bright thing in the right way in spite their tight

schedule.

I am also grateful to my family and all my friends who have helped me in all

possible ways in completing this dissertation.

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ABSTRACT

This study is on analysis of fact with respect to SHALOM GARMENTS,

VALLIOOR. The title of the project is A STUDY ON EFFECTIVENESS OF

EMPLOYEE PERFORMANCE APPRIASL. The company files and documents

provided for secondary sources of data. The study is descriptive in nature.

The purpose of this study is determine the factor which the employees in the

organization preferring for their appraisal and the employee satisfaction with the

existing appraisal system. Most of the respondent rated both subjective and objective

measures as preferable. The primary data is collected through interview. Sampling

technique is simple random sampling. The size of sampling is 75 employees. The

statistical tools used for analysis for percentage method. It was found that some

employees surveyed are dissatisfied with their present organization appraisal methods

and are greater chances that they may leave their employer if they get better employer.

The employer must pay attention to this situation and design effective methods as

remedies at the earliest or else they may soon lose their effective workforce.

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CHAPTER TITLE PAGENO.

I

INTRODUCTION

1.1 Introduction

1.2 Industry profile

1.3 Company profile

1.4 Statement of problem

1.5 Objectives of study

1.6 Significant

1.7 Scope of the study

1.8 Period of the study

1.9 Area of the study

1.10 Limitation of the study

1.11 Chapterization

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3

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II

REVIEW OF LITERATURE

2.1 Introduction

2.2 Literature Review

2.3 Conclusion

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III

RESEARCH METHODOLOGY3.1 Introduction

3.2 Research design

3.3 Source of data

3.3.1 Primary data

3.3.2 Secondary data

3.4 Sample technique

3.5 population size

3.6 Sample size

3.7 Sample unit

3.8 statistical tools

3.8.1 percentage analysis

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IV DATA ANALYSIS AND INTERPRETATION

4.1 Introduction 23

V FINDINGS,SUGGESTIONS AND CONCLUSION

5.1 Introduction

5.2 Findings of the study

5.3 Suggestion

5.4 Conclusion

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LIST OF TABLES

TABLE NO PARTICULARS PAGE NO.

4.1.1 Table showing Gender wise classification 23

4.1.2 Table showing employees Age wise classification 25

4.1.3 Table showing employees Marital wise

classification

27

4.1.4 Table showing employees Educational

Qualification wise classification

29

4.1.5 Table showing employees Department wise

classification.

31

4.1.6 Table showing employees Experience wise

classification.

33

4.1.7 Table showing employees Income wise

classification.

35

4.1.8 Table showing employee performance appraisal

needed in organization.

37

4.1.9 Table showing employee performance appraisal

achieve the organization

39

4.1.10 Table showing performance appraisal is helpful in

reducing grievances

41

4.1.11 Table showing employee satisfaction of existing

performance appraisal system

43

4.1.12 Table showing performance appraisal identify

strength and weakness of employee

45

4.1.13 Table showing employee Major achievement and

failure or success of work

47

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4.1.14 Table showing employee co-operation and team

work

49

4.1.15 Table showing training aspects are developed the

organization

51

4.1.16 Table showing employee motivation of the

organization

53

4.1.17 Table showing employee skill and knowledge 55

4.1.18 Table showing promotion are helpful among the

employee

57

4.1.19 Table showing employee satisfied the transfer in

the work

59

4.1.20

4.1.21

Table showing performance appraisal is helpful

among the employee needs and expectation

Table showing satisfied with separate committee to

reviews the performance appraisal system

61

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LIST OF CHARTS

TABLE NO PARTICULARS PAGE NO.

4.1.1 Chart showing Gender wise classification 24

4.1.2 Chart showing employees Age wise classification 26

4.1.3 Chart showing employees Marital wise

classification

28

4.1.4 Chart showing employees Educational

Qualification wise classification

30

4.1.5 Chart showing employees Department wise

classification.

32

4.1.6 Chart showing employees Experience wise

classification.

34

4.1.7 Chart showing employees Income wise

classification.

36

4.1.8 Chart showing employee performance appraisal

needed in organization.

38

4.1.9 Chart showing employee performance appraisal

achieve the organization

40

4.1.10 Chart showing performance appraisal is helpful in

reducing grievances

42

4.1.11 Chart showing employee satisfaction of existing

performance appraisal system

44

4.1.12 Chart showing performance appraisal identify

strength and weakness of employee

46

4.1.13 Chart showing employee Major achievement and

failure or success of work

48

4.1.14 Chart showing employee co-operation and team

work

50

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4.1.15 Chart showing training aspects are developed the

organization

52

4.1.16 Chart showing employee motivation of the

organization

54

4.1.17 Chart showing employee skill and knowledge 56

4.1.18 Chart showing promotion are helpful among the

employee

58

4.1.19 Chart showing employee satisfied the transfer in

the work

60

4.1.20

4.1.21

Chart showing performance appraisal is helpful

among the employee needs and expectation

Chart showing satisfied with separate committee to

reviews the performance appraisal system

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CHAPTER I

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CHAPTER IINTRODUCTION

1.1 INTRODUCTION

Performance appraisal is a systematic and periodic process that assesses an

individual employees job performance and productivity in relation to certain pre

established criteria and organizational objectives.

Performance appraisal is often included in performance management systems.

Performance management systems are employed to manage and align all of an

organizations research in order to achieve highest possible performance.

Some applications of performance appraisal are performance improvement,

promotions, termination, test variation and more. While there are many potential

benefits of performance appraisal there are also some potential drawbacks. For example

performance appraisal can help facilitate management employee communication;

however performance appraisal may result in legal issues if not executed appropriately

as many employees tend to be unsatisfied with performance appraisal process.

Performance appraisals of employee are necessary to understand each

employees abilities, competencies and relative merit and worth for the organization.

Performance appraisal is the process of making an assessment of the

performance and progress of the employees of an organization. Once an employee has

been inducted into the organization and given the necessary training, the next step is to

assess his performance periodically. Such an assessment would indicate whether he is

efficient or not.

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1.2 INDUSTRY PROFILE

Historical background:

The Indian textile has a great legacy, which is perhaps unmatched in the

history of Indias industrial development. Indias textile industry evolved and developed

at a very early stage and its manufacturing technology was amongst the best. Prior to

colonization, Indias manually operated textile machines were among the best in the

world, and served as a model for production of the first textile machines in newly in

industrialized Britain and Germany.

Indian textiles were sought after for their finesse, quality and design.

According to ChoutaKuan, the Chinese observer preference was given to the Indian

weaving for its and delicacy Prestige trade textile such as Patola from Patan and

Ahmadabad, coast were sought after by the Malaysian royalty and wealthy traders of

the Philippines.

Textiles have historically formed an important component of Indias exports.

Marco Polos records show that Indian textiles used to be exported to China and South

East Asia. Textiles have also comprised a significant portion of the Portuguese trade

with India. These included embroidered bedspreads, wall hangings and quits ofembroidered wild silk on a cotton or jute ground.

The attractiveness of the fast dyed, multi colored Indian prints on cotton

(chintz) in Europe led to the formation of the London East India company in 1600,

followed by Dutch and French counterparts. By the late 1600s there was overwhelming

demand for their governments to ban the import of these cottons from India.

The Legacy of the Indian textile Industry stemmed from its wealthy in natural

resources silk, cottons and jute, the technology used was superior and skills of the

weavers gave the finished product a most beautiful and ethnic look. The Indian textile

Industry with such a great pedigree could have gone only on way from were. But same

did not happen.

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Colonization _ an End of the Indian Textile Legacy.

Colonization put an end to Indias glorious textiles Legacy. The British knew

that they would not complete with Indian textile industry and as a result resorted to

complete with destruction of the Industry. By 1880 the domestic market had grown to be

serviced solely by the British manufacturers: India, once the worlds leading exporters of

textiles, was forced to become a net importer. Tariffs were kept out of the British market.

One of the aspects of Indias freedom struggle, ked by Mahatma Gandhiji, was

to weaken the British textile Industry by wearing homespun cloths. Gandhiji was

convinced that the textile sector could a catalyst in advancement of the Indian population

by creating employment for the excess labour pool.

Post Independence, till about the late 1980, the Government of India put

numerous polices and regulations in place to ensure that mechanization did not occur and

that labourintensive textiles were produced, large scale production was discouraged

by restrictions on total capacity and mechanism of mills. The labour regulations did not

allow capacity investment and resulted in high production coasts.

Imposition of price restrictions, along with decreased productivity severely

hampered the competitiveness of the sector.

Till 1985, the main concern of Government policies was centered on import

substitution, protection of existing employment in the organized sector and support for

decentralized sector. These concerns were reflected in the government policies such as

imposition of quotas on yarn export, strong exit barriers even for unviable operations,

general discouragement of automation, stringent licensing for organized sector and price

regulations to handle the shortages resulting from the licensing restrictions.

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1.3 COMPANY PROFILE

INTRODUCTION

Messrs. Shalom Garments PVT LTD was established in the year 1999 for the

purpose of making readymade garments for the domestic and overseas markets. Mr. P.

Gnanaraj is the Managing Director of the Company who has a vast experience in the

tailoring industry from his childhood. The factory is situated at 216/A, Main Road,

Vallioor. The factory is well equipped to manufacture readymade garments and is

constructed on the land owned by the company. The company is registered with the

Sales Tax authorities for the State and Central Sales Tax operations, with the Central

Excise and is also registered with Apparel Export Promotion Council.

MANAGEMENT

The Managing Director of the Company Mr. P.Gnanaraj has a vast experience

in the manufacture of the readymade garments. He started his career as a manufacture in

a small way and has grown to produce about 2,000 shirts on a daily basis with his

knowledge and experience. He has also developed a vast market by his unorthodox

approach to the people and his down to earth attitude which has earned him very many

customers. He has through an efficient sales team, developed clientele all over Tamil

Nadu and Kerala to market the major product of the factory viz., shirts of varies design.

He also has a through knowledge of the market and its requirements can go in for the

latest design for the market with case.

FACTORY

The factory is situated at Main Road, Vallioor, which is linked by Road and

Rail to all the major cities and towns of Tamilnadu and Kerala. Vallioor is a small town

ideally suitable for the manufacture of readymade garments since it is surrounded by so

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Many villages so that mobilization of work force, whenever needed, will not be a

problem. Since the town is situated on the National Highway the transportation of the

raw materials and dispatch of the finished products from the factory premises is very

convenient. Factory is equipped with full complement of latest and sophisticated

machines for the manufacture of shirts and is equipped to bring out about 2000 shirts

per day.

PRODUCTS

More than90% of the products that roll out of the factory is SHIRTS with

well known Brand names such as SHELTON: and HARRY WILLIAMS shirts part

from other brands which go for the export market. SHELTON shirts have earned its

own brand image in all nook and corner of Tamil Nadu and are being marketed in the

state of Kerala also. In addition the company has produced pants for exports and local

market.

MARKET

The shirts that are manufactured by the company is catering to the needs of

the sections of the society with the latest designs and according to the taste of the

market. The market for the garments is wide and perennial as it forms part of the attire

of every man who wants to link decent and presentable. Hence the market is wide open

products and can be sold in the nook and corner of the State and other states. During the

festival seasons which come in October/November the demand increases considerably.

MARKETING

The Managing Director of the company travels a lot and develops new

customers for the supplies. In addition, the company has got prime customers in most of

towns in Tamil Nadu the marketing of the shirts will not be a problem at all. The

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Company has their own sales executives who are always travelling across the States of

Tamil Nadu and Kerala soliciting orders from the existing customers and trying to find

out new customers. Names of few of the primes customers are Messrs.R.M.K.V & sons,

at Chennai and Nellai, Nallaperumal & Sons at Nagercoil, Splencere at Madurai, Pinky

at Kottayam, Shenoy Garments at Ernakulam, Rex Fashions at Chennai, Sekar dresses

at Chennai. The company has customers in all the towns of the State such as

Tiruchirapalli, Chengelput, Thanjavur, Pattukottai, Chidambaram, Selam, Erode,

Coimbatore, and small towns such Tenkasi, Theni, Ambasamudram, Kovilpatti, etc.

EXPORTS

In addition to the local market, has a steady clientele in Dubai and Saudi

Arabia. The company supplies the shirts to a company called A1 Wahaj Trading Est., in

Dubaioand about 30,000 shirts are being exported to the above buyer or an avarege

every month. The payments from the buyers have been very regular and the company

hopes to increase the exports 50,000 shirts in a month. This also helps the company to

keep us the production in learn months such as January to April every year.

MACHINARY

The factory is fully equipped with the latest and most modern machinery

which is required for the manufacture of quality products viz., shirts which can

complete with any leading brand in the market. All the machines are run by power to be

operated by the operators, tailors etc., and the basic machine which is used in the

manufacture is single needle lockstitch machine. The factory has more than 150

machines for the manufacture of about 2000 shirts. In addition, sufficient numbers of

machines have been installed for the purpose of button hole stitching, khaja machines

apart from ironing equipment for ironing the fusing materials and the finished products.

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POWER

The factory is connected with129 H.P power supply, so that any point of time,

there will be no slowing down of the production activity. In addition, 125 KVA

generators are installed to supplement the requirements of power and when there is a

power break down from the Electricity Board. This ensures continuous flow of power

for the manufacturing activity, thereby there will not be a stoppage of work at any point

of time. In general, the power supply position by the Electricity Board has been very

good and the additional captive power generation capacity that is installed takes care of

any eventuality of emergency.

LABOUR

The company employs more than 300 workers of various categories, like

tailors, cutter, helpets, etc. apart from supervisors. Since the town is surrounded by

various villages, the mobilization of work has never been a problem for the company. In

addition, the workers when recruited are given training in tailoring and other related

skills as per the ability of the worker employed and utilized when the training is

completed successfully. The workers when employed tend to stay for a long period in

the company due to the conductive atmosphere given to the workers for completion of

their job. The workers are provided with subsidized food and all the basic amenities

have been provided.

1.4 STETEMENT OF PROBLEM

The performance appraisal of the employees in the organization should be an

effective tool for measuring the employees performance. If the performance not

measured in real manner it will be a critical. This study will help to known about the

explore opinion towards the employee performance appraisal system provided in theorganization.

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1.5 OBJECTIVES

To study the present employee performance appraisal in the organization. To identify the strength and weaknesses of employees job. To identify areas for further training needs. To determine the employee promotion and transfer. To find the gaps in the existing system.

1.6 SIGNIFICANCE

Employees are the most significant resource of any business, and performance

appraisals reflect the organizations commitment in developing this important resource

of human capita performance appraisal grant upper management an opportunity toreward excellent performance or reprimand unsatisfactory performance. This powerful

managerial tool should directly reflect the overall organization goals and objectives the

employee assessment should provide useful feedback about the employees

contributions or lake of contributions toward these goals.

1.7 SCOPE OF THE STUDY

This study is help to increase confidence through recognizing strengths whileidentifying training needs to improve weakness.

This study is help to provide reliable data and information on the currentperformance level.

This study can be helpful to the company for conducting any further research. With the results of the study the company can improve their standards of their

appraisal system.

This study is also helpful in finding out the respondents opinion towards certainattributes.

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1.8 PERIOD OF THE STUDY

During of my project study is a period of one month for Effectiveness of

employee performance appraisal to shalom garment in vallioor.

1.9AREA OF STUDY

I have done my project for Shalom garments in vallioor.

1.10 LIMITATION

Time and resource were the major constraints during the executive of theproject. Therefore only a limited number of employees were included in the

project.

The respondents were revolved inside the organization only so it can notBe generalized as a whole.

There are many respondents who hesitated to answer the questionnaire.

Some of the respondents were not even ready to spare time with the researches.

The results and findings of findings are confined to all limited are. It was limitedto a particular department.

1.11 CHAPTERISATION

The first chapter deals with the Introduction part of the study. The second chapter deals with the Review of literature of the study. The third chapter deals with the Research methodology of the study. The fourth chapter deals with the Data analysis and interpretation of the

study.

The fifth chapter deals with the Findings, suggestion and conclusion.10

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CHAPTER II

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CHAPTER II

REVIEW OF LITERATURE

2.1 INTRODUCTION

This chapter review the earlier literature related to the topic Effectiveness of

employee performance appraisal helps the researches to get more ideas regarding

training.

2.2 Review

Performance appraisal refers to all those procedures that are used to evaluate the

personality the performance and the potential of its group members. Evaluation is

different from judgement the former being concerned with performance the later with

person while, evaluation deals with achievement of goals. Judgement has an

undercurrent of personal attack and is likely to evoke resistance.

The appraisal promotions pay review and continnation of employement are among

the most obvious outcomes. Although the appraisal can be objective many jobs are

evaluated in subjective terms.

The performance appraisal process though which an organization gets information

on how will an employee is doing his/her job.

1. Biswajeet pattanayak, Human resource management 3 rd Edition, prentice Hall of India PVT LTDPage no116.

2. Seem Singh, organization behavior, Rorling kinder page no 164

3. John R Hollenbeck, Human resource management, Tata McGraw hill page no194

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The employee to improve his performance his limitations are easily known and he

knows the areas that need further improvement. Performance appraisal helps in bringing

about a close interaction and proper understanding between the superior & the

subordinate.

In the international context it is a good blend of each that makes an effective

performance management system. Given the tangible and intangible goals that a host

unit needs to fulfill it is critical to ensure that while objectives & targets are smart goals.

Performance appraisal is an objective assessment of an individuals performance

against well defines bench marks.

Promotions helping the supervisors know their employees helping the workers

know their process wages and salary administrations and training and development.

Training and development needs provide a frame work for further employee

training & development by identifying and preparing individuals for increased

responsibilities.

4. PG Aquinas, Human resource management, VIKAS publishing house PVT LTD, page 109

5. Sadna Dash 1st Edition, International Human resource management, Tata MC Graw-hill publishing

company LTD Page no 207

6. Jeffery A.Mello 1st Edition, HRM, Thomson publishing page no335

7. Mr.Rundrabasaraj 2nd Edition, personal Administration Practics in India, Vaikunth

Metha NICM pages no 248.

8. Keith Davis 1st Edition, HRM, V.Jayakumar page no 113.

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Performance based reward. A reward system in which team members earn bonuses for

reducing coasts increasing labour efficiency in their work process.

Performance evalu7ation procedures to some extent on supervisors judgements

about an employees behavior these judgements are usually summarized by using one of

several paper and pencil methods each of which is designed to provide an accurate

picture of the employee.

Performance appraisal plays an important role in influencing an employees

motivation.

Managers are the sole judges of work performance there is an apparent

confidence in the managers ability and authority to judge and therefore no tra ining is

given to appraiser for this task.

Managing under performance is a positive process based on feedback

throughout the year and looks forward to what can above by individuals to overcome

performance problems and importantly how managers can provide support and help.

10. Stevan L.MC Shane 4th Edition, organization behavior, page no 189

11. John M.Ivancevich 10th Edition, HRM, Page no 255

12. Stephan P. Robbins, organization behavior, prentice Hall of Indian PVT LTD Page 255

13. Michel ArmstrongKogam page India PVT LTD Page no 164.

14. Fletcher c performance appraisal and management

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As employee by the evaluators of the five demonstration projects for eg;

Perception of recruit quality. Allows flexibility in setting starting. Provides greater financial rewards to high performance. Perception link between pay and performance.

Understanding person and system sources of work variation is fundamental to

performance appraisal two divergent perspectives on this issue the traditional human

resource management view and the statistical process control view are contrasted. Two

specific questions the arise from a broader view of the appraisals process.

This article reviews recent evidence in support of organs & argument that

satisfaction more generally correction with organizational prosocial or citizenship

hype behaviors than with traditional productivity or in role performance.

Performance appraisal as a process by which an organization measures and

evaluates an individual employees behavior and accomplishment for a finite period.

15. Fletcher, performance appraisal management.1st Edition.

16. Hannash S.Sistare,1st Edition.HRM, PHT learning PVT.LTD, New Delhi(2009)

17. Gregory H. Robbins, Performance appraisal as effective management (2009)

18. David A.Waldman. Performance appraisal (1997)

19. Dennis W. Organ performance appraisal, page no 113

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The present study employed the moderating effects of organizational variables

on the appraisal characteristic appraisal satisfaction relationship. Analysis indicated that

the appraisal characteristics of action plans, frequency and rather training were more

positively related to appraisal satisfaction when subordinates experienced role, conflect

were not closely monitored, and supervisors has a large span of control.

Performance appraisal ratings of 125 first level managers were analysed to

investigate the degree to which the criteria used to evaluate the overall job performance

of black managers differs from that used to evaluate white managers. The performance

appraisal from included items that measured both the social behavior dimension and

task/goal accomplishment dimension of job performance.

Performance appraisal may be defined as any procedure that involves (1) setting

work standards (2) assessing the employees actual performance relative to these

standards and (3) providing feedback to the employee with the aim of motivating that

person to eliminate performance above par.

Performance assessment is the process that measures employee performance it

involves deciding (1) what to asses (2) who should make the assessments (3) which

assessments procedure to use and (4) how to communicate assessments results

20. Devries Morrison, 2nd Edition. HRM (1981)

21. Taylor cox, Referantial Performance appraisal Criteria (1986)

22. Milkovich and Bocedream (1998)

23. A.S.Rohli 1st Edition. Page no (170)

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2.3 Conclusion

Based on the above discussed review of literature, performance appraisal has

considerable influence on individuals performance as well as organization

development.

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CHAPTER III

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18

CHAPTER III

RESEARCH METHODOLOGY

3.1 INTRODUCTION

Research is a scientific and systematic for pertinent information on a

specific topic. Research is an art of scientific investigation. According to Clifford

wood, Research comprises and redefining problems, formulating hypothesis or

suggested solutions, collecting, organizing & evaluating data, making deductions and

reaching conclusions and at last carefully testing the conclusions to determine

whether they fit the formulating hypothesis.

3.2 RESEARCH DESIGN

The design for this study is descriptive research design. This design was

choose as it describes accurately the characteristics of a particular system as well as

the views held by individuals about the system. The views and opinions af employees

about the system help to study the suitability of the system as well as the constraints

that might restrict its effectiveness.

3.3 SOURCE OF DATA

Data source refer to various means through. Which the data collected data.

Could be primarily classified as primary data and secondary data.

3.3.1 PRIMARY DATA

The primary source of data is through questionnaire.

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3.3.2 SECONDARY DATA

The secondary data of information is based on the various data its Retrieved

from journals, websites and magazines. The data for this study has been collected

through primary sources. Primary data for this study was collected with the help of

questionnaire.

3.4 SAMPLING TECHNIQUE

Sampling is the process of selecting a few from a bigger group to become the

basis for estimating or predicting a fact, situation or outcome regarding the bigger

group.

Sampling design is to clearly define set of objects, technically called the

universe to be studied. This research has finite set of universe and the sampling design

used in the study in Random sampling. Sampling technique used is sample random

sampling.

3.5POPULATION SIZE

The size of the population is 300.

3.6 SAMPLE SIZE

The sample size for this research was75.

3.7 SAMPLE UNIT

The sample unit for this research is shalom garments PVT LTD Company at

Vallioor.

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3.7 STATISTICAL TOOLS USED

3.7.1 PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio. Percentage is used in making

comparison about two or more series of data. Percentage as also used to describe

relationship. It is also used to compare the relative terms of two or more series of data.

The percentage analysis is calculated as follows:

Percentage Analysis = No of respondent x 100

Total no of respondent

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21

CHAPTER IV

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CHAPTER-4

ANALYSIS AND INTERPRETATION OF DATA

4.1 INTRODUCTION

The chapter deals with analysis and interpretation of data. To known

the effectiveness of employee performance appraisal of the employees towards the

Shalom Garments in Vallioor, 75 respondents have been taken as the sample and their

opinion have been surveyed by preparing a Questionnarie and it has been used to known

the employees performance appraisal of Shalom garments in Vallioor.

Table 4.1.1

The following table shows Gender of sample respondent.

Categories No ofrespondents

Percentage

Male 37 49.3

Female 38 50.6

Total 75 100

Source: Primary Data

Inference:

The above table 4.1.1 clearly indicates that 49.3% of the sample respondents are

male and the remaining 50.6% of the sample respondents are female.

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CHART 4.1.1

The chart shows Gender wise sample respondent.

24

0

20

40

60

80

100

120

Male Female Total

No of respondents

Percentage

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Table 4.1.2

The following table shows age group of the respondent.


Inference: The above table 4.1.2 it is inferred that 33.3% of the sample respondents

belong to the age group of up to 20 years, 34.6% belong to the age group of 20 30

years, 32% belongs to the age group of above 30 years. The study reveals that majority

of the workers belongs to the age group of 2030 years.

25

Categories No of respondent Percentage

Up to 20 years 25 33.3

20-30 26 34.6

Above 30 24 32.6

Total 24 100

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CHART 4.1.2

The following chart shows age group of the respondent.

26

0

5

10

15

20

25

30

35

40

Upto 20 years 20 - 30 Above 30

No of respondent

%

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Table 4.1.3

The following table shows marital status of the sample respondents.


Inference: The above table 4.1.3 it is inferred that 54.6% of the sample

respondents are married and the remaining 45.3% of the sample respondents are

unmarried.

27

Categories No ofrespondent

Percentage

Married 41 54.6

Unmarried 34 45.3

Total 75 100

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CHART-4.1.3

The following chart shows marital status of the sample respondents.

28

0

20

40

60

80

100

120

Married Unmarried Total

No of respondents

%

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Table 4.1.4

The following table shows Educational of the sample respondent.


Inference: The above table 4.1.4 clearly depicts that 38.6% of the sample

respondents have HSC, 34.6% of the sample respondents have SSLC, and 26.6 % of

the sample respondents have the qualification of UG.

29

Categories No of

respondent

Percentage

SSLC 26 34.6

HSC 29 38.6

UG 20 26.6

Total 75 100

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CHART- 4.1.4

The following chart shows Educational of the sample respondent.

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0

20

40

60

80

100

120

SSLC HSC UG Total

No of respondents

%

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Table 4.1.5

The following table shows department of the sample respondents.


Inference: The above table 4.1.5, it is inferred that 26.6 % of the employees are

from account department, 25 % are from sales department, 24.3 % are from

production department, 24 % are from purchase department.

31

Categories No ofrespondent

Percentage

Production 18 24.3

Account 20 26.6

Sales 19 25

Purchase 18 24

Total 75 100

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CHART-4.1.5

The following chart shows department of the sample respondents.

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0

20

40

60

80

100

120

No of respondents

%

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Table 4.1.6

The following table shows the distribution of the sample respondent based on the

experience.


Less than 5years

20 26.6

510 years 24 32

Above 10years

31 41.3

Total 75 100


Inference: The above table 4.1.6, it is inferred that 41.3 % of the sample respondents

are experienced with above 10 years, 32 % of the respondents with 5 10 years, and

26.6 % with less than 5 years experience.

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CHART-4.1.6

The following chart shows the distribution of the sample respondent based on the

expenses.

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0

20

40

60

80

100

120

Less than 5

years

5 - 10 years Above 10

years

Total

No of respondent

%

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Table 4.1.7

The following table shows monthly income of samplerespondents.

Categories No of respondents Percentage

3000 17 22.6

30006000 38 50.6

Above 6000 20 26.6

Total 75 100


Inference: The above table 4.1.7, it is inferred that 50.6 % of the respondents are

from earn 30006000, 26.6 % of the respondents are from above 6000, 22.6 % of the

respondents are 3000.

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CHART 4.1.7

The following chart shows monthly income of samplerespondents.

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0

20

40

60

80

100

120

3000 3000 - 6000 Above 6000 Total

No of respondents

%

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Table 4.1.8

The following table shows the performance appraisal system is needed in

organization.

Categories No of respondents Percentage

Strongly agree 29 38.6

Agree 20 26.6

Neutral 18 24

Disagree 3 4

Stronglydisagree 5 6.6

Total 75 100


Inference: The above table 4.1.8 it is inferred that 38.6 of the sample respondents are

strongly agree, 26.6 % of the respondents are agree, 24 % of the respondents are

Neutral, 4% of the respondents are disagree, 6.6 % of the respondents are strongly

Disagree with the performance appraisal system is needed in organization.

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CHART- 4.1.8

The following chart shows the performance appraisal system is needed in

organization.

38

0

20

40

60

80

100

120

Strongly

agree

Agree Neutral DisagreeStrongly

disagree

Total

No of respondents

%

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Table 4.1.9

The following table shows the target of the organization is achieved through the

performance appraisal.

Categories No of

respondent

Percentage


Agree 32 42.6

Neutral 10 13.3

Disagree 9 12

Stronglydisagree

8 10.6

Total 75 100


Inference: The above table 4.1.9, it is inferred that 42.6% of the respondents are

agree. 21.3% of the respondents are strongly agreed. 13.3% of the respondents areneural. 12% of the respondents disagree. 10.6% of the respondents are strongly

disagreed.

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CHART- 4.1.9

The following chart shows the target of the organization is achieved through the

performance appraisal.

40

0

10

20

30

40

50

60

70

80

Strongly

agree

Agree Neutral Disagree Strongly

agree

percentage

No of respondent

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Table 4.1.10

The following table shows performance appraisal is helpful in reducing grievance

among the employee.


Strongly agree 21 28

Agree 20 26.6

Neutral 24 32

Disagree 4 5.3

Stronglydisagree

6 8

Total 75 100


Inference: The above table 4.1.10, it is inferred that 32% of the sample respondents

are natural. 28% of the respondents are strongly agreed. 26.6% of the respondents are

agreeing. 5.3%of the respondents are disagreeing. 8% of the respondents are strongly

agreed.

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CHART- 4.1.10

The following chart shows performance appraisal is helpful in reducing

grievance among the employee.

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0

5

10

15

20

25

30

35

Stronglyagree

Agree Neutral Disagree Stronglydisagree

No of respondent

Percentage

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Table 4.1.11

The following table shows satisfied with the existing performance appraisal

system.



Agree 10 13.3

Neutral 32 42.6

Disagree 18 24

Strongly disagree 3 4

Total 75 100


Inference: The table 4.1.1, it is inferred that 42.6% of the respondents are neutral.

24.7% of the respondents are disagreeing. 16% of the respondents are strongly

agreed. 13.3% of the respondents are agreeing. 4% of the respondents are strongly

agreed.

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CHART- 4.1.11

The following chart shows satisfied with the existing performance appraisalsystem.

44

0

5

10

15

20

25

30

35

40

45

Strongli

agree


disagree

No of respondents

Percentage

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Table 4.1.12

The table showing performance appraisal systems identify the strength and

weakness of employee.



Agree 22 29.3

Neutral 8 10.6

Disagree 4 5.3

Strongly disagree 20 26.6

Total 75 100

Source: Primary data

Inference: Theabove table 4.1.12, it is inferred that 29.3% of the respondents are

agreed, 28% of the respondents are strongly agreed, 26.6% of the respondents

strongly disagreed, 10.6%of the respondents neutral, 5.3% of the respondents

strongly disagreed.

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CHART-4.1.12

The chart showing performance appraisal systems identify the strength and

weakness of employee.

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0

5

10

15

20

25

30

35

Strongly

agree


agree

No of respondent

%

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Table 4.1.13

The table showing major achievement and failure or success of work.



Agree 7 9

Neutral 22 29.3

Disagree 18 24.3


Total 75 100



neutral, 24.3% of the respondents are disagreed, 24% of the respondents are strongly

agree, 13.3% of the respondents are strongly disagree, 9% of the respondents are

agree.

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CHART- 4.1.13

The chart showing major achievement and failure or success of work.

48

0

5

10

15

20

25

30

No of respondent

%

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Table 4.1.14

The table showing co-operative and team work among the employee.



Agree 16 21.3

Neutral 18 24

Disagree 15 20


Total 75 100


Inference: The above table 4.1.14, it is inferred that 24% of the respondents are

neutral, 22.6% of the respondents are strongly agree, 21.3% of the respondents are

agree, 20% of the respondents are disagree,12% of the respondents are strongly

disagree.

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CHART-4.1.14

The chart showing co-operative and team work among the employee.

50

0

5

10

15

20

25

No of respondents

%

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Table 4.1.15

The tables showing with training programs are effective for individual and

organization development.



Agree 19 25.3

Neutral 10 13

Disagree 8 10.9Strongly disagree 10 13.3

Total 75 100



strongly agree, 25.3% of the respondents are agree, 13.3% of the respondents are

strongly agree, 13% of the respondents are neutral, 10.9% of the respondents aredisagree.

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CHART- 4.1.15

The chart showing with training programs are effective for individual and

organization development.

52

0

5

10

1520

25

30

35

40

No of respondents

%

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Table 4.1.16

The table showing increases the employee motivation.



Agree 24 32

Neutral 14 18.6

Disagree 10 13.3


Total 75 100



agree, 25.3% of the respondent are strongly agree, 18.6% of the respondents are

neutral, 13.3% of the respondents are disagree, 10.6% of the respondents are strongly

disagree.

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CHART-4.1.16

The chart showing increases the employee motivation.

54

0

5

10

15

20

25

30

35

Strongly

agree


disagree

No of respondents

%

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Table 4.1.17

The showing with increase the employee personal skill and knowledge.



Agree 26 34.6

Neutral 10 13.3

Disagree 11 14.6


Total 75 100


Inference: The above table 4.1.17,it is inferred that 34.6% of the respondents are

agree,29.3% of the respondents are strongly agree, 14.6% of the respondents are

disagree, 13.3% of the respondent are Neutral, 8% of the respondents are strongly

agree.

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CHART- 4.1.17

The chart showing with increase the employee personal skill and knowledge.

56

0

5

10

15

20

25

30

35

Strongly

agree


disagree

No of respondents

%

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Table 4.1.18

The following table showing with the promotion or reward is helpful among the

employee.



Agree 16 21.3

Neutral 20 26.6

Disagree 13 17.3


Total 75 100

Source: primary data


neutral, 24% of the respondents are strongly agree, 21.3% of the respondents are

agree,17.3% of the respondents are disagree,10.6% of the respondents are strongly

disagree.

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CHART-4.1.18

The following chart showing with the promotion or reward is helpful among the

employee.

58

0

5

10

15

20

25

30

Strongly

agree


disagree

No of respondents

%

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Table 4.1.19

T he table showing satisfied with the transfer in the work.



Agree 9 12

Neutral 18 24

Disagree 24 32


Total 75 100


Inference: The above table 4.1.19, it inferred that 32% of the respondents are

disagree,24% of the respondents are neutral, 21.3% of the respondents are strongly

disagree, 12% of the respondents are agree, 10.6% of the respondents are strongly

agree.

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CHART- 4.1.19

T he chart showing satisfied with the transfer in the work.

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0

5

10

15

20

25

30

35

Strongly

agree


disagree

No. of respondent

%

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Table 4.1.20

The table showing with the performance appraisal is helpful among the

employee needs and expectation.



Agree 18 29.3

Neutral 16 21.3

Disagree 22 24


Total 75 100


Inference: The above table 4.1.20, it is inferred that, 29.3% of the respondents are

agree, 24% of the respondents are disagree, 21.3% of the respondents are neutral,

13.3% of the respondents are strongly agree, 12% of the respondents are strongly

disagree.

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CHART-4.1.20

The chart showing with the performance appraisal is helpful among the

employee needs and expectation.

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0

5

10

15

20

25

30

Strongly

agree


disagree

No of respondents

%

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Table 4.1.21

The table showing satisfied with separate committee to reviews the performance

appraisal system.



Agree 24 32

Neutral 20 26.6

Disagree 14 18.6


Total 75 100



agree,

26.6% of the respondents are neutral, 18.6% of the respondents are disagreeing,

13.3% of the respondents are strongly agreed, and 9.3% of the respondents are

strongly agreed.

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CHART-4.1.21

The chart showing satisfied with separate committee to reviews the

Performance appraisal system

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0

5

10

15

20

25

30

35

Strongly

agree


disagree

No of respondent

%

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CONCLUSION

Based on the above interpretation it is concluded that the performanceappraisal system is needed for organization improvement.

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CHAPTER V

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CHAPTER V

FINDINGS, SUGGESTION AND CONCLUSION

5.1 INTRODUCTION

The chapter deals with the findings, suggestions and conclusion. That with

findings out the employee performance appraisal among the employees and there by

provides faithful suggestions to enhance the level of employee performance appraisal

among their employee.

5.2 FINDINGS

50.6 % of the majority respondents are female employees in the shalomgarments

34.6 % of the majority respondents are 20 -30 years of age. 54.6 % of the majority respondents are married. 38.6 % of the majority respondents have completed HSC. 26.6 % of the majority respondents are account department in the shalom

garments.

41.3 % of the majority respondents are above 10 years experience in this work. 50.6 % of the majority respondents are able to earn 3000 -6000 of monthly

income.

38.6 % of the majority respondents are strongly agreed with the performanceappraisal system needed in the organization.

425.6 % of the majority respondents are agreeing with the desired target of theorganization is achieved through the performance appraisal system.

32 % of the majority respondents are neutral with the performance appraisal ishelpful in reducing grievance among the employee.

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452.6 % of the majority respondents are neutral with satisfied existingperformance appraisal system.

29.3 % of the majority respondents are agreeing with appraisal evaluationstrength and weakness.

29.3% of the majority respondents are neutral with achievement and failure orsuccess of work.

24 % of the majority respondents are neutral with co operative and team workof the employee.

37.3 % of the majority respondents are strongly agree with training aspects aredevelop the organization.

32 % of the majority respondents are agreeing with increase the employeemotivation.

34.6 % of the majority respondents are agreeing with increase the employee skilland knowledge.

26.6 % of the majority respondents are neutral with promotion are helpfulamong employee.

32% of the majority respondents are disagree with satisfied the transfer in thework.

29.3% of the majority respondents are agreeing with appraisal helpful among theemployee needs and expectation.

32% of the majority respondents are agreeing with separate committee toreviews the performance appraisal system.

5.3 SUGGESTION

The company should conduct effective training after the performance appraisalfor their employees to improve their performance & also central frequency

rating should be discussed with the employees at the time of performance

appraisal review.

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The company should give combination of both (subjective and objective)appraisal and it should be of half yearly.

The appraiser should keep on contract with the employees and motivate them fortheir growth & also to achieve the organizational goats.

When an employee is newly joined in the organization he/she should be givenproper information about performance appraisal system and its impact towards

his/her job.

As the workers feels that counseling session are useful in boosting the morale ofthe employees, it should be refined and policed to satisfy all the employees.

Once an employee is evaluated he/she has to be informed about their strength &weakness. An employee should aware of the above, He/she will improve their

strength & weakness and also it helps to increase the productivity of the

organization.

5.4 CONCLUSION

In this study appraising and managing performance was evaluate & found to

be good. This project work also reveals the job in the existing system. By providing

suitable training & development programs. The concern organization can improve the

existing performance appraisal system. Overall this project work helps to understand

every aspects of performance appraisal system.

The performance appraisal system is one of the important factors which play

a vital role in achieving the aims, goals and objectives of the business organization. The

conclusion from this study confirms that the majority of departments of the study until

are still using the traditional top down one-on-one supervisors to subordinate appraisal.

The researcher concludes that multiple assessors increase validity and that subordinates

are in a better position to observe certain skills of their supervisors and co-workers

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Such as leadership, guidance, coordination, planning, training, coaching and work

behavior that is often overlooked by management. The study also reveals that the

present system of performance appraisal was mainly used for the promotion of

employees.

To have a better performance appraisal system in the study until, the researcher

forwards to the management. Some valuable and useful suggestions and

recommendations. If the management of the study unit implements the suggestions it

will be very helpful to have a better performance appraisal system in the study which

will help to accomplish the aims, goals and objectives of the study unit in the days to

come.

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APPENDIX

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EMPLOYEE PERFORMANCE APPRAISAL SYSTEM

QUESTIONNARIE

1. Employee name :

2. Gender :

3. Age :

4. Marital status

a) Married b) Unmarried

5. Educational

a) SSLC b) HSC c) UG

6. Department

a) Production b) Accounts c) sales d) Purchase

7. Year of service

a)Less than 5years b) 5-10 yrs c)Above 10 yrs

8. Monthly income

a)3000 b)3000-6000 c)Above6000

9. Do you agree the performance appraisal system is needed in organization?

a) Strongly agree b) Agree c) Neutral d) Disagree e) strongly disagree

10. Do you agree the desired target of the organization is achieved through the

Performance appraisal?

a) Strongly agree b) Agree c) Neutral d) Disagree

e) Strongly disagree

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11. Do you agree the performance appraisal in Shalom garments is helpful in reducing

grievances among the employee?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

12. Are you satisfied with the existing performance appraisal system in Shalom garment?


13. The performance appraisal system in Shalom garments helps to identify the strength

And weakness of employee?


14. Do you agree the performance appraisal in Shalom garment keeps on the major

Achievements and failure or success of work?


15. Do you agree appraisal helps to win co- operative and teamwork?


16. Training programs conducted in Shalom garments are effective for individual and

Organization development?


17. Do you agree the performance appraisal system in Shalom garments increases the

Employee motivation?


18. Do you agree the training program conducted in Shalom garments are increases the

Employee personal skill and knowledge?


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19. Do you agree performance appraisal system is helpful in shalom is offering the

Promotions or reward among the employee?


20. Are you satisfied with your transfer in the work?


21. Do you agree performance appraisal system in Shalom garments is helpful to find out

The employee needs and expectation?


22. How are you satisfied with a separate committee which reviews the performance

Appraisal?


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BIBILIOGRAPHY

1. Biswajeet pattanayak, Human resource management 3rd Edition, prentice Hall of India

PVT LTD page no116.

2. Seem Singh, organization behavior, Rorling kinderly page no 164

3. John R Hollenbeck, Human resource management, tata Mcgraw hill page no194

4. PG Aquinas, Human resource management, VIKAS publishing house PVT LTD, page

No 109.

5. Sadna Dash 1st

Edition, International Human resource management, Tata MC Graw-

hill publishing company LTD Page no 207

6. Jeffery A.Mello 1st

Edition, HRM, Thomson publishing page no335

7. Mr.Rundrabasaraj 2nd

Edition, personal Administration Practics in India, Vaikunth

Metha NICM pages no 248.

8. Keith Davis 1st

Edition, HRM, V.Jayakumar page no 113.

9. Aswathappa 5th

Edition, HRM, Tata MC Graw hill PVT LTD Page no 114

10. Stevan L.MC Shane 4th

Edition, organization behavior, page no 189

11. John M.Ivancevich 10th

Edition, HRM, Page no 255

12. Stephan P. Robbins, organization behavior, prentice Hall of Indian PVT LTD Page

No 255.

13. A Jaico Book House, 2nd

Edition 2007 Strategic HRM-Kumar and tirupathi page no

56 - 62.

14. Michel ArmstrongKogam page India PVT LTD Page no 164.

15. Fletcher c performance appraisal and management

16. Fletcher, performance appraisal management.1st

Edition.

17. Hannah S.Sistare,1st

Edition.HRM, PHT learning PVT.LTD, New Delhi(2009)

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18. Gregory H. Robbins, Performance appraisal as effective management (2009)

19. David A.Waldman. Performance appraisal (1997)

20. Dennis W. Organ performance appraisal, page no 113

WEBSITES

1. www. cities hr. Com

2. www. Google. Com

3. www. Yahoo. Com

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