Super Final

1. INTRODUCTION

Performance Evaluation or Appraisal is the process of deciding how

employees do their jobs. Performance here refers to the degree of accomplishment of the

tasks that make up an individual’s job. It indicates how well an individual is fulfilling the

job requirements. Often the term is confused with efforts, which means energy expended

and used in a wrong sense. Performance is always measured in terms of results. A bank

employee, for example, may exert a great deal of effort while preparing for the CAIIB

examination but manages to get a poor grade. In this case the effort expended is high but

performance is low.

Definition

Performance appraisal is method of evaluating the behavior of employees in the

work spot, normally including both the quantitative and qualitative aspects of job

performance. It is a systematic and objective way of evaluating both work-related

behavior and potential of employees. It is a process that involves determining and

communicating to an employee how he or she is performing the job and ideally,

establishing a plan of improvement.

Performance appraisal is broader term than Merit Rating. In the past managers

used to focus on the traits of an employee while ranking people for promotions and salary

increases. Employee’s traits such as honesty, dependability, drive, personality, etc., were

compared with others and ranked or rated. The attempt was to find what the person has

(traits) rather than what he does (performance); the focus was on the input and not on the

output. This kind of evaluation was open to criticism because of the doubtful relationship

between performance and mere possession of certain traits.

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INTRODUCTION OF PERFORMANCE APPRAISAL

The history of performance appraisal is quite brief. Its roots in the early 20th

century can be traced to Taylor's pioneering Time and Motion studies. But this is not very

helpful, for the same may be said about almost everything in the field of modern human

resources management.

Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale

of things historical, it might well lay claim to being the world's second oldest profession!

There is, says Dulewicz (1989), "... a basic human tendency to make judgements

about those one is working with, as well as about oneself." Appraisal, it seems, is both

inevitable and universal. In the absence of a carefully structured system of appraisal,

people will tend to judge the work performance of others, including subordinates,

naturally, informally and arbitrarily.

The human inclination to judge can create serious motivational, ethical and legal

problems in the workplace. Without a structured appraisal system, there is little chance of

ensuring that the judgements made will be lawful, fair, defensible and accurate.

Performance appraisal systems began as simple methods of income justification. That is,

appraisal was used to decide whether or not the salary or wage of an individual employee

was justified.

The process was firmly linked to material outcomes. If an employee's

performance was found to be less than ideal, a cut in pay would follow. On the other

hand, if their performance was better than the supervisor expected, a pay rise was in

order.

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http://www.performance-appraisal.com/dulewicz.htm

1.1 INDUSTRY PROFILE

INDUSTRY DEFINITION:

This class consists of units mainly engaged in manufacturing motor vehicles or

motor vehicle engines.

Products and Services

The primary activities of this industry are:

Motor cars manufacturing

Motor vehicle engine manufacturing

The major products and services in this industry are:

Passenger motor vehicle manufacturing segment (Passenger Cars, Utility Vehicles &

Multi Purpose Vehicles) Commercial Vehicles (Medium & Heavy and Light Commercial

Vehicles) Two Wheelers Three Wheelers

An Overview of the Indian Automobile Industry

Starting its journey from the day when the first car rolled on the streets of Mumbai in 1898, the Indian automobile industry has demonstrated a phenomenal growth to this day. Today, the Indian automobile industry presents a galaxy of varieties and models meeting all possible expectations and globally established industry standards. Some of the leading names echoing in the Indian automobile industry include Maruti Suzuki, Tata Motors, Mahindra and Mahindra, Hyundai Motors, Hero Honda and Hindustan Motors in addition to a number of others.

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During the early stages of its development, Indian automobile industry heavily depended on foreign technologies. However, over the years, the manufacturers in India have started using their own technology evolved in the native soil. The thriving market place in the country has attracted a number of automobile manufacturers including some of the reputed global leaders to set their foot in the soil looking forward to enhance their profile and prospects to new heights. Following a temporary setback on account of the global economic recession, the Indian automobile market has once again picked up a remarkable momentum witnessing a buoyant sale for the first time in its history in the month of September 2009.

The automobile sector of India is the seventh largest in the world. In a year, the country manufactures about 2.6 million cars making up an identifiable chunk in the worldâ€™s annual production of about 73 million cars in a year. The country is the largest manufacturer of motorcycles and the fifth largest producer of commercial vehicles. Industry experts have visualized an unbelievably huge increase in these figures over the immediate future. The figures published by the Asia Economic Institute indicate that the Indian automobile sector is set to emerge as the global leader by 2012. In the year 2009, India rose to be the fourth largest exporter of automobiles following Japan, South Korea and Thailand. Experts state that in the year 2050, India will top the car volumes of all the nations of the world with about 611 million cars running on its roads.

At present, about 75 percent of Indiaâ€™s automobile industry is made up by small cars, with the figure ranking the nation on top of any other country on the globe. Over the next two or three years, the country is expecting the arrival of more than a dozen new brands making compact car models.

Recently, the automotive giants of India including General Motors (GM), Volkswagen, Honda, and Hyundai, have declared significant expansion plans. On account of its huge market potential, a very low base of car ownership in the country estimated at about 25 per 1,000 people, and a rapidly surging economy, the nation is firmly set on its way to become an outsourcing platform for a number of global auto companies. Some of the upcoming cars in the India soil comprise Maruti A-Star (Suzuki), Maruti Splash (Suzuki), VW Up and VW Polo (Volkswagen), Bajaj small car (Bajai Auto), Jazz (Honda) and Cobalt, Aveo (GM) in addition to several others.

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History of the Automobile industry in India

The economic liberalization that dawned in India in the year 1991 has succeeded in bringing about a sustained growth in the automotive production sector triggered by enhanced competitiveness and relaxed restrictions prevailing in the Indian soil. A number of Indian automobile manufacturers including Tata Motors, Maruti Suzuki and Mahindra and Mahindra, have dramatically expanded both their domestic and international operations. The countryâ€™s active economic growth has paved a solid road to the further expansion of its domestic automobile market. This segment has in fact invited a huge amount of India-specific investment by a number of multinational automobile manufacturers. As a significant milestone in its progress, the monthly sales of passenger cars in India exceeded 100,000 units in February 2009.

The beginnings of automotive industry in India can be traced during 1940s. After the nation became independent in the year 1947, the Indian Government and the private sector launched their efforts to establish an automotive component manufacturing industry to meet the needs of the automobile industry.

The growth of this segment was however not so encouraging in the initial stage and through the 1950s and 1960s on account of nationalization combined with the license raj that was hampering the private sector in the country. However, the period that followed 1970s, witnessed a sizeable growth contributed by tractors, scooters and commercial vehicles. Even till those days, cars were something of a sort of a major luxury. Eventually, the country saw the entry of Japanese manufacturers establishing Maruti Udyog. During the period that followed, several foreign based companies started joint ventures with Indian companies.

During 1980s, several Japanese manufacturers started joint-ventures for manufacturing motorcycles and light commercial-vehicles. During this time, that the Indian government selected Suzuki for a joint-venture to produce small cars. Following

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the economic liberalization in 1991 and the weakening of the license raj, several Indian and multi-national car companies launched their operations on the soil. After this, automotive component and automobile manufacturing growth remarkably speeded up to meet the demands of domestic and export needs.

Experts have an opinion that during the early stages the policies and the treatment by the Indian government were not favorable to the development of the automobile industry. However, the liberalization policy and various tax reliefs announced by the Indian government over the recent past have pronounced a significantly encouraging impact on this industry segment. Estimates reveal that owing to several boosting factors, Indian automobile industry has been growing at a pace of about 18% per year. Therefore, global automobile giants like Volvo, General Motors and Ford have started looking at India as a prospective hot destination to establish and expand their operations.

Like many other nations Indiaâ€™s highly developed transportation system has played a very important role in the development of the countryâ€™s economy over the past to this day. One can say that the automobile industry in the country has occupied a solid space in the platform of Indian economy. Empowered by its present growth, today the automobile industry in the country can produce a diverse range of vehicles under three broad categories namely cars, two-wheelers and heavy vehicles.

LIFE CYCLE:

The life cycle stage is growth Life Cycle Reasons The market for manufacturing

motor vehicles is consistently increasing. The products manufactured by this industry are

profitable. Companies have been consistently opening new plats and employing over the

past five years. Japanese and European manufacturers of motor vehicles have entered the

market. Industry value added has been rising, along with the rise in GDP. Life Cycle

Analysis

General improvement in availability of trained manpower and good infrastructure

is required for sustainable growth of the industry. Keeping this in view, the Indian

Government has launched a unique initiative of National Automotive Testing and R&D

Infrastructure Project (NATRIP) to provide specialised facilities for Testing, Certification

and Homologation to the industry. A similar initiative is required for creating specialised

institutions in automotive sector for education, training and development.

The auto industry has grown in the clusters of interconnected companies which

are linked by commonalities and complementarities. The major clusters are in and around

Manesar in North, Pune in West, Chennai in South, Jamshedpur-Kolkata in East and

Indore in Central India.

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The Government is planning to create a National Level Specialises Education and

Training Institute for Automotive Sector and to enhance the transportation,

communication and export infrastructure facilities.

The contribution of automotive sector in the GDP of India is expected to double

by 2016 through major spotlight on export of small cars, Multi-Utility Vehicles, Two and

Three wheelers.

BASIS OF COMPETITION:

Competition in this industry is high. Competition in this industry is increasing.

Automotive industry is a volume-driven industry, and certain critical mass is a pre-

requisite for attracting the much-needed investment in research and development and new

product design and development. Research and development investment is needed for

innovations which is the lifeline for achieving and retaining competitiveness in the

industry. This competitiveness in turn depends on the capacity and the speed of the

industry to innovate and upgrade. The most important indices of competitiveness are

productivity of both labour and capital.

The concept of attaining competitiveness on the basis of low cost and abundant

labour, favourable exchange rates, low interest rates and concessional duty structure is

becoming inadequate and therefore, not sustainable. A greater emphasis is required on the

development of the factors like innovation which can ensure competitiveness on a long-

term basis.

India, with a rapidly growing middle class (450 million in 2007 as per NCAER

Report), market oriented stable economy, availability of trained manpower at competitive

cost, fairly well developed credit and financing facilities and local availability of almost

all the raw materials at a competitive cost, has emerged as one of the favourite investment

destinations for the automotive manufacturers. These advantages need to be leveraged in

a manner to attain the twin objective of ensuring availability of best quality product at

lower cost to the consumers on the one hand and developing and assimilating the latest

technology in the industry on the other hand.

As per Automotive Mission Plan 2006–2016 (2008), the Indian Government

recognises its role as a catalyst and facilitator to encourage the companies to move to

higher level of competitive performance. The Indian Government wants to create a policy

environment to help companies gain competitive advantage. The government aims that

with its policies its encourage growth, promote domestic competition and stimulate

innovation.

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KEY STATISTICS:

The production of automobiles has greatly increased in the last decade. It passed

the 1 million mark during 2003-2004 and has more than doubled since.

YearCar Production

% ChangeCommercial

% Change Total Vehicles Prodn.

% Change

2010 2,814,584 29.39 722,199 54.86 3,536,783 33.89

2009 2,175,220 17.83 466,330 -4.10 2,641,550 13.25

2008 1,846,051 7.74 486,277 -9.99 2,332,328 3.35

2007 1,713,479 16.33 540,250 -1.20 2,253,999 10.39

2006 1,473,000 16.53 546,808 50.74 2,019,808 19.36

2005 1,264,000 7.27 362, 755 9.00 1,628,755 7.22

2004 1,178,354 29.78 332,803 31.25 1,511,157 23.13

2003 907,968 28.98 253,555 32.86 1,161,523 22.96

2002 703,948 7.55 190,848 19.24 894796 8.96

2001 654,557 26.37 160,054 -43.52 814611 1.62

2000 517,957 -2.85 283,403 -0.58 801360 -2.10

1999 533,149 285,044 818193

Automobile Production

Type of Vehicle 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010

Passenger Vehicles 1,209,876 1,309,300 1,545,223 1,777,583 1,838,697

Commercial Vehicles 353,703 391,083 519,982 549,006 417,126

Three Wheelers 374,445 434,423 556,126 500,660 501,030

Two Wheelers 6,529,829 7,608,697 8,466,666 8,026,681 8,418,626

Total 8,467,853 9,743,503 11,087,997 10,853,930 11,175,479

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http://en.wikipedia.org/wiki/Automotive_industry_in_India













1.2 COMPANY PROFILE:

The organization chart of Winners Overseas is as follows

Super Auto Forge Limited (SAF), established in 1974, is a pioneer and the largest

manufacturer of Cold Forged/Cold Extruded Steel and Aluminium components in the

Automotive Industry in India. 100% of SAF business caters to OEMs through Tier-I &

Tier-II Customers. SAF has four manufacturing locations in and around Chennai, India.

SAF does not have any Technology Collaboration for forging and has an independent R

& D Division is equipped with 2D/3D CAD/CAM software and has Metal Forming

simulation software for accelerated process/product development.

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Almost 60% of SAF has to its strength a dedicated workforce of 430 associates,

150 Engg. Staff and 20 Admin Staff. SAF was awarded ISO 9002 Certification in 1994

and ts 16949 Certification in 2004. SAf is also an approved supplier to major Tier-I

Customers such as Delphi Visteon, American Axle manufacturing, TRW, GKN &

BOSCH.

The installed capacity is 10000 tons per annum. Super auto forge exports

substantial volumes to oem customers abroad. The company has an array of cold forging

presses both imported and indigenous and is supported by an excellent tool room where

all the tools and dies are manufactured. Super auto forge has a heat treatment facility with

sealed quench furnace and other hardening and tempering presses. Super auto forge has

always been highly quality conscious and has equipped itself with sophisticated

laboratory and testing equipments.

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1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To study the employee’s performance appraisal in Super Auto Forge Pvt Ltd.

To judge the gap between the actual and the desired performance.

To help the management in exercising organizational control.

SECONDARY OBJECTIVE

To identify the purpose of performance appraisal system.

To identify the training needs of the employees through performance appraisal.

To evaluate the information on the employee’s appraisal and its satisfaction.

To provide suggestions in order to improve the existing performance appraisal

system.

Helps to strengthen the relationship and communication between superior –

subordinates and management – employees.

To provide feedback to the employees regarding their past performance.

Provide information to assist in the other personal decisions in the organization.

Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.

To reduce the grievances of the employees

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1.4 NEED OF THE STUDY

To find if there is any new opportunities provided for the employees.

To find whether any change in the existing appraisal system in the organization is

required.

To determine what type of appraisal the employees are really looking for.

To determine the task the individual is expected to do.

To determine how well the employee has done the task.

To determine how can his performance be further improved.

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1.5 SCOPE OF THE STUDY

This study can be helpful to the company for conducting any further research.

The study is also helpful in providing any opportunities for the employees to

improve their performance.

It is also helpful to find whether the existing appraisal system in the organization

can be improved.

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1.6 LIMITATIONS OF THE STUDY

The findings are based on the views of only 100 respondents.

The accuracy of the findings is constrained by the accuracy of the statistical tools

used for analysis.

The period of study was limited only for 4 months.

The study was conducted only in Super Auto Forge Pvt Ltd. An elobrate study on

some more companies might give some more information.

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2. REVIEW OF LITERATURE

Performance appraisal may be defined as a structured formal interaction between

a subordinate and supervisor that usually takes the form of the periodic interview in

which the work performance of the subordinates is examined and discussed, with a view

to identifying weaknesses and strength as well as opportunities for improvement and

skills development.

In many organization – but not all – appraisal results are used, either directly or

indirectly, to help determine reward outcomes. That is , the appraisal results are use to

identify the better performing employees who should get the majority of available merit

pay increases, bonuses and promotions.

By the same token, appraisal results are use to identify the poorer performances

who may require some form of counseling are in extreme cases, demotion, dismissal or

decreases in pay

DIFFERENT TYPES OF PERFORMANCE APPRAISAL

There are a number of methods of performance appraisals. No single method can

be considered ideal in all circumstances. The method of performance appraisal can be

broadly classified into two categories:

Traditional method

Modern method

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1. Traditional method

Unstructured method.

In this method the appraisal process does not follow any specific structure it

is based on the description of the employee by the superior. The unstructured nature

of this method makes this extremely subjective.

Straight ranking method.

In this method the superior is asked to rate all the employees doing a

specific job from best to the poorest based on a specific criterion. While it is easy to

select the best and the worst employee, selection of employees who are mediocre is

difficult. This model also suffers from subjectivity.

Paired comparison method.

This method involves comparing each employee with every other employee

in the group. Based on the comparison ranking system is developed. This ranking

system is considered more reliable as it is based on a systematic method of

comparison and evaluation.

Man-to-man analysis

In this method the performance of the employee is based on certain factors

that are selected. The factors can include initiative, leadership etc. A scale is

developed for each factor and each individual is evaluated according to the scale.

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Granting Method.

In this method the performance of the employee are determined in

advance and defined as categories. The categories can be Grade ‘A’ for an

outstanding performances Grade ‘B’ for an excellent performance, Grade ‘C’ can be

for average and ‘D’ for poor etc.

Checklist Method.

In this method a checklist consisting of objective statement is prepared

such as

1. Is the worker regular to work.

2. Does the employee command respect among his subordinates.

3. Is the employee helpful to his peers.

Free essay methods

This method involves writing an assay by the superior on the employees

performance. It is an open ended process and suffers from subjectivity. Some bosses

may not be good in essay writing and may not be serious in their essays. Comparing

two individuals on the basis of the essays on them is also not easy.

Critical incidents methods

This method uses critical incidents such as accidents, major lapses on the

part of the employee to rate his performance.

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Field review method

In this method a human resources specialist conducts the appraisal by

asking a serious of questions about the employee to the superior. After the session

is over the specialist makes notes based on his interaction with his superiors.

These notes are approved by the specialist and are placed in the employee’s file.

Confidential report

This method involves preparation of a confidential report by the superior

on the employee’s performance. The disadvantage of this method is the obvious

subjectivity and secrecy which results in low credibility of this method.

2) Modern method

Modern methods were devised to improve upon the traditional methods.

Some of the modern methods are:

BARS(Behaviorally anchored rating scales)

In this system scales are devised based on aspects of the

employees behavior. The superior is asked to rate the performance of the

employees on the basis of these scales.

MBO

MBO stands for Management By Objectives. MBO appraisal are

based on predetermined Objectives which are decided and agreed upon by the

superior and the employee. It is a process of goal setting and feedback.

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This process introduces greater objectivity in the evaluation process. The

employee is aware of what is expected of him.and is able to focus attention twards

the goals.

Psychological appraisals

These appraisal involve assessment of the inteciiectual abilities,

emotional stability, reason and analytical skills, sociability etc… these methods

can be useful when taking decision about placement of employees, development

and training.

360 degree feedback

This method enables the employee to receive feedback from his

superior, his peers and his subordinates. This feedback provides information about

the skills and behaviour of an individual. The information is based on assessment

from different angles is more objective..

The Link to Rewards

Research (Bannister & Balkin, 1990) has reported that appraises seem to have

greater acceptance of the appraisal process, and feel more satisfied with it, when the

process is directly linked to rewards. Such findings are a serious challenge to those who

feel that appraisal results and reward outcomes must be strictly isolated from each other.

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http://www.performance-appraisal.com/bannist.htm

According to Flippo “performance appraisal is the systematic, periodic and an

impartial rating of an employee’s excellence in the matters pertaining to his present job

and his potential for a better job." The work performance of the subordinate is examined

and discussed in the form of a periodic interview with a structured formal interaction

between a subordinate and supervisor to identify weaknesses and strengths of the

subordinate as well as opportunities for improvement and skills development.

According to Kressler “Performance appraisals are one of the most important

requirements for successful business and human resource policy and The ability to

conduct performance appraisals relies on the ability to assess an employee’s performance

in a fair and accurate manner. Evaluating employee performance is a difficult task.

According to Pulakos “Rewarding and promoting effective performance in

organizations, as well as identifying ineffective performers for developmental programs

or other personnel actions, are essential to effective to human resource management.

According to Landy Zedeck “The measurement of an employee’s performance

allows for rational administrative decisions at the individual employee level. It also

provides for the raw data for the evaluation of the effectiveness of such personnel- system

components and processes as recruiting policies, training programs, selection rules,

promotional strategies, and reward allocations”.

According to McKirchy “Performance appraisals should focus on three

objectives: performance, not personalities; valid, concrete, relevant issues, rather than

subjective emotions and feelings; reaching agreement on what the employee is going to

improve in his performance and what you are going to do”.

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According to Barr “A portion of the process should be devoted to an examination

of potential opportunities to pursue advancement of acceptance of more complex

responsibilities. The employee development goals should be recognized as legitimate,

and plans should be made to reach the goals through developmental experiences or

education”.

There is also a group who argues that the evaluation of employees for reward

purposes, and frank communication with them about their performance, are part of the

basic responsibilities of management. The practice of not discussing reward issues while

appraising performance is, say critics, based on inconsistent and muddled ideas of

motivation.In many organizations, this inconsistency is aggravated by the practice of

having separate wage and salary reviews, in which merit rises and bonuses are decided

arbitrarily, and often secretly, by supervisors and managers.

Challenges of implementing performance appraisal

An organization comes across various problems and challenges Of Performance

Appraisal in order to make a performance appraisal system effective and successful. The

main Performance Appraisal challenges involved in the performance appraisal process

are:

Determining the evaluation criteria

Identification of the appraisal criteria is one of the biggest problems faced by the top

management. The performance data to be considered for evaluation should be carefully

selected. For the purpose of evaluation, the criteria selected should be in quantifiable or

measurable terms

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http://appraisals.naukrihub.com/process.html

Create a rating instrument

The purpose of the Performance appraisal process is to judge the performance of the

employees rather than the employee. The focus of the system should be on the

development of the employees of the organization.

Lack of competence

Top management should choose the raters or the evaluators carefully. They should have

the required expertise and the knowledge to decide the criteria accurately. They should

have the experience and the necessary training to carry out the appraisal process

objectively.

Errors in rating and evaluation

Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait

influencing the evaluator’s rating for all other traits) etc. may creep in the appraisal

process. Therefore the rater should exercise objectivity and fairness in evaluating and

rating the performance of the employees.

Resistance

The appraisal process may face resistance from the employees and the trade unions for

the fear of negative ratings. Therefore, the employees should be communicated and

clearly explained the purpose as well the process of appraisal. The standards should be

clearly communicated and every employee should be made aware that what exactly is

expected from him/her.

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http://appraisals.naukrihub.com/

3. RESEARCH METHODOLOGY

The purpose of research methodology is to describe the research procedure. This

includes the overall research design, the sampling procedure, the data collection method,

and analysis procedures. This section is important because it is need to discuss

methodology without using technical terms.

3.1 RESEARCH DESIGN

MEANING:

“A Research Design is the arrangement of conditions in a manner that aims to

combine relevancies to the research purpose with economy in procedure”.

This study is based on “Descriptive Research”. Descriptive research includes

surveys and fact – findings enquires or different kinds. The major purpose of descriptive

research is of description of state of affairs, as it exists at present. The method of research

utilize in descriptive research is survey of all kinds. The research should keep in mind

two types of data while collecting data via, primary and secondary.

3.2 DATA SOURCES

PRIMARY DATA:

The primary data are those, which are collected as fresh and for the first

time and thus happen to be original in character. The researcher collects primary data

freshly. It is collected for the first time by the researcher for the reference of the

company. Thus the researcher collected the primary data by issuing the questionnaire to

the employees in the organization.

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SECONDARY DATA:

The secondary data, on the other hand are those, which have already,

been passed through the satisfied process. Secondary data are those, which are referred

through the primary data. They are just referred from the already existing data. The

researcher has collected the secondary data from the following sources.

1) Company Website

2) Company old records

3) Journals

DATA COLLECTION TOOL:

Questionnaire:

The data was collected by means of questionnaires and data was classified

and analyzed carefully.

Questionnaire is constructed so that the objectives are clear to the

respondents. In this research the questions was formed as a direct and structured one. The

type of questions, which were included in the questionnaire, was useful for the study.

In this case of multiple – choice questionnaire the respondents are offered

with two or more choices, the respondents has to indicate which is applicable in this case.

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SAMPLING:

A sample, as the name implies is a smaller representation of a large whole,

instead of studying every case, which might logically be included in an investigation only

a small portion is selected.

The sampling technique used is stratified random sampling.

STRATIFIED RANDOM SAMPLING:

The stratified random sampling is done because the sampling unit is

divided into tannery and factory. The sample size is 100. Thus each employees in the

tannery and factory are assigned with a sequence of number. Then 50 employees from

tannery and 50 employees from factory are selected randomly from the population.

SAMPLING UNIT:

Employees of Winner Overseas from Tannery and Factory, Chennai become the

sampling unit.

SAMPLING SIZE:

The sample size consists of 100 employees from Winner Overseas Pvt Ltd,

Chennai.

STATISTICAL TOOLS:

(i) Percentage analysis

Percentage refers to a special kind of ratio percentages are used in making comparing between preferences, awareness and satisfaction with various other factors.

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Observed data

Percentage = --------------------- x 100 Sample size

(ii) Chi – square Test:

A family of probability distribution, differentiated by this degree of freedom is used to test a member of different hypothesis about variances, proportions, and distributional goodness of fit.

Formula for Chi-square Test

Degree of freedom = (R -1) (C -1)

Wherein,

O = Refers to the observed frequency

e = Refers to the expected frequency

R = Refers to the number of rows

C = Refers to the number of columns

(iii) Correlation Coefficient

Correlation(r) = [NΣXY - (ΣX) (ΣY) / Sqrt ([NΣX2 - (ΣX)2][NΣY2 - (ΣY)2])]

Statistical Tools Representation:

BAR DIAGRAM

PIE DIAGRAM

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4. DATA ANALYSIS AND INTERPRETATION

TABLE NO: 4.1.1

CLASSIFICATION BASED ON AGE OF THE RESPONDENTS

AGE NO OF RESPONDENT PERCENTAGE

25-35 14 14%

36-45 44 44%

46 & Above 42 42%

TOTAL 100 100%

(Source: Primary data)

CHART NO: 4.1.1

CLASSIFICATION BASED ON AGE OF THE RESPONDENTS


Inference:

It is inferred that the 44% of the respondents are in the age group of 36-45

yrs, 42% of the respondents are in the age group of 46 and above and 14% of the

respondents are in the age of 25-35. Maximum number of respondents is from age group

of 36-45.

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TABLE NO: 4.1.2

CLASSIFICATION BASED ON GENDER OF THE RESPONDENTS

GENDER NO OF RESPONDENTS PERECENTAGE

MALE 85 85%

FEMALE 15 15%

TOTAL 100 100%


CHART NO: 4.1.2

CLASSIFICATION BASED ON GENDER OF THE RESPONDENTS


Inference:

It is inferred that 85% of the respondents are male and 15% of the respondents

are female. Maximum number of respondents is from Male.

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TABLE NO: 4.1.3

CLASSIFICATION BASED ON EDUCATIONAL QUALIFICATIONS OF THE RESPONDENTS

QUALIFICATIONNO OF RESPONDENTS

PERCENTAGE

UG 54 54%

PG 28 28%

PROFESSIONAL 18 18%

TOTAL 100 100%

(Source: Primary Data)

CHART NO: 4.1.3

CLASSIFICATION BASED ON EDUCATIONAL QUALIFICATION OF THE RESPONDENTS


Inference: It is inferred that 54% of the respondents are qualified UG, 28% of the

respondents are qualified PG and 18% of the respondents are qualified PROFESSIONAL

which include M.Tech & M.E. Maximum number of respondents are from UG.

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TABLE NO: 4.1.4

CLASSIFICATION BASED ON MARITAL STATUS OF THE RESPONDENTS

MARITAL STATUSNO OF RESPONDENTS

PERCENTAGE

MARRIED 89 89%

UNMARRIED 11 11%

TOTAL 100 100%


CHART NO: 4.1.4

CLASSIFICATION BASED ON MARITAL STATUS OF THE RESPONDENTS


Inference:

It is inferred that 89% of the respondents are married and 11% of the

respondents are unmarried. Maximum number of respondents is from married category.

TABLE NO: 4.1.5

31

YEARS OF EXPERIENCE OF THE RESPONDENTS WITH RESPECT TO SUPER AUTO FORGE PVT LTD.

YEARS OF EXPERIENCE NO OF

RESPONDENTS

PERCENTAGE

BELOW 5 YRS 22 22%

5 - 10 YRS 32 32%

10 – 20 YRS 46 46%

TOTAL 100 100%

(Source: Primary Data)CHART NO: 4.1.5

YEARS OF EXPERIENCE OF THE RESPONDENTS WITH RESPECT TO SUPER AUTO FORGE PVT LTD.

(Source: Primary Data)Inference:

It is inferred that 46% of the respondents have 10 – 20 years of experience

and 32% of the respondents have 5 – 10 years of experience and 22% of the respondents

have below 5 years of experience. Maximum numbers of respondents are from 10-20

years of experience.

TABLE NO: 4.1.6

32

OPINION AS TO PRFORMANCE TARGETS BASED ON ORGANIZATION

GOAL

RESPONDENT’S OPINION NO OF RESPONDENTS PERCENTAGE

Strongly agree 39 39%

Agree 45 45%

Neutral 8 8%

Disagree 6 6%

Strongly Disagree 2 2%

Total 100 100%

(Source: Primary Data)CHART NO: 4.1.6

OPINION AS TO PRFORMANCE TARGETS BASED ON ORGANIZATION

GOAL


Inference:It is inferred that 45% of the respondents agree that the performance targets of the

employees are set as per the organizational goal and 39% of the respondents strongly

agree and 8% of the respondents neutral and 6% of the respondents disagree and 2% of

the respondents strongly disagree. Maximum respondents are agree that the performance

targets of the employees are set as per the organizational goal

TABLE NO: 4.1.7

33

OPINION OF THE RESPONDENTS ABOUT THE PERFORMANCE

STANDARDS

RESPONDENT’S

OPINION

NO OF RESPONDENTS PERCENTAGE

YES 78 78%

NO 22 22%

TOTAL 100 100%


CHART NO: 4.1.7

OPINION OF THE RESPONDENTS ABOUT THE PERFORMANCE

STANDARDS


Inference: It is inferred that 78% of the respondents agree that different performance

standards are set for different job and 22% of the respondents disagree that different

performance standards are not set for different job. Maximum numbers of respondents

agree that different performance standards are set for different job.

TABLE NO: 4.1.8

34

78%

22%

YESNO

OPINION OF THE RESPONDENTS ON PROVISION OF MID-TERM REVIEW


STRONGLY AGREE 40 40%

AGREE 30 30%

NEUTRAL 20 20%

DISAGREE 9 9%

STRONGLY DISAGREE 1 1%

TOTAL 100 100%


CHART NO: 4.1.8

OPINION OF THE RESPONDENTS ON PROVISION OF MID-TERM REVIEW


Inference:

It is inferred that 40% of the respondents strongly agree that there is

always a provision for mid-term review and 30% of the respondent agree and 20% of the

respondent neutral and 9% of the respondent disagree and 1% of the respondent strongly

disagree. Maximum numbers of respondents strongly agree that there is always a

provision for mid-term review.

TABLE NO: 4.1.9

35

OPINION OF THE RESPONDENTS REGARDING INTERACTION BETWEEN

APPRAISER AND APPRAISEE.


STRONGLYAGREE 30 30%

AGREE 37 37%

NEUTRAL 18 18%

DISAGREE 9 9%


TOTAL 100 100%


CHART NO: 4.1.9

OPINION OF THE RESPONDENTS REGARDING INTERACTION BETWEEN

APPRAISER AND APPRAISEE.


Inference: It is inferred that 37% of the respondents agree that there is direct interaction

between appraiser and appraises during the performance appraisal and 30% of the

respondents strongly agree and 18% of the respondents’ neutral and 9% of the

respondents disagree and 6% of the respondents strongly disagree. Maximum number of

respondents agree that there is direct interaction between appraiser and appraises during

the performance appraisal.

TABLE NO: 4.1.10

36

OPINION OF RESPONDENTS ON THE PROVISION OF SELF ASSESSMENT

IN THE APPRAISAL


YES 84 84%

NO 16 16%

TOTAL 100 100%


CHART NO: 4.1.10

OPINION OF RESPONDENTS ON THE PROVISION OF SELF ASSESSMENT IN THE APPRAISAL


Inference:

It is inferred that 84% of the respondents agree that there is a provision of self

assessment in the appraisal and 16% of the respondents disagree that there is no provision

of self assessment in the appraisal. Maximum numbers of respondents agree that there is

a provision of self assessment in the appraisal.

37

TABLE NO: 4.1.11

OPINION OF THE RESPONDENTS ON THE CONFIDENTIALITY IN

PERFORMANCE RATING

RESPONDENT’S OPINION

NO OF RESPONDENTS PERCENTAGE


Agree 35 35%

Neutral 15 15%

Disagree 2 2%


Total 100 100% (Source: Primary Data)

CHART NO: 4.1.11

OPINION OF THE RESPONDENTS ON THE CONFIDENTIALITY IN

PERFORMANCE RATING


Inference:

It is inferred that 48% of the respondents strongly agree that the performance

rating of employees is confidential in the company and 35% of the respondents agree and

15% of the respondents neutral and 2% of the respondents disagree. Maximum numbers

of respondents strongly agree that the performance rating of employees is confidential in

the company.

TABLE NO: 4.1.12

38

OPINION OF THE RESPONDENTS ON THE ROLES ASSIGNED TO THEMRESPONDENT’S

OPINION

NO OF

RESPONDENTS

PERCENTAGE


AGREE 40 40%

NEUTRAL 28 28%

DISAGREE 10 10%


TOTAL 100 100%


CHART NO: 4.1.12

OPINION OF THE RESPONDENTS ON THE ROLES ASSIGNED TO THEM


Inference:

It is inferred that 40% of the respondents agree that the roles assigned to them are

as per the performance level and 28% of the respondents neutral and 22% of the

respondents strongly agree and 10% of the respondents disagree. Maximum numbers of

respondents agree that the roles assigned to them are as per the performance level.

39

TABLE NO: 4.1.13

OPINION OF THE RESPONDENTS ON THEIR JOB RESPONSIBILITY

RESPONDENT’S

OPINION

NO OF

RESPONDENTSPERCENTAGE


AGREE 43 43%

NEUTRAL 30 30%

DISAGREE 9 9%

STRONGLY

DISAGREE0 0%

TOTAL 100 100%


CHART NO: 4.1.13OPINION OF THE RESPONDENTS ON THEIR JOB RESPONSIBILITY


Inference: It is inferred that 43% of the respondents agree that the employees job

responsibility is based on the principle of high performer more meaningful job and 30%

of the respondents neutral and 18% of the respondents strongly agree and 9% of the

respondents disagree. Maximum numbers of respondents agree that the employees job

responsibility is based on the principle of high performer more meaningful job.

40

TABLE NO: 4.1.14

OPINION OF RESPONDENTS ON THE ROLE CHANGES IN THE ORGANIZATION



AGREE 30 30%

NEUTRAL 14 14%

DISAGREE 14 14%


TOTAL 100 100%


CHART NO: 4.1.14

OPINION OF RESPONDENTS ON THE ROLE CHANGES IN THE ORGANIZATION



Inference:

It is inferred that 40% of the respondents strongly agree that their change of

roles is based on performance and 30% of the respondents agree and 14% of the

respondents neutral and 14% of the respondents disagree that their change of roles is

based on performance and 2% of the respondents strongly disagree. Maximum numbers

of respondents strongly agree that their change of roles is based on performance

41

TABLE NO: 4.1.15

OPINION OF THE RESPONDENTS ON PERFORMANCE BASED PROMOTION

RESPONDENT’S OPINIONNO OF


YES 55 55%

NO 45 45%

Total 100 100%


CHART NO: 4.1.15

OPINION OF THE RESPONDENTS ON PERFORMANCE BASED

PROMOTION


Inference:

It is inferred that 70% of the respondents agree that their promotion is always

based on performance and 30% of the respondents disagree that their promotion is based

on performance. Maximum numbers of respondents agree that their promotion is always

based on performance.

42

TABLE NO: 4.1.16

OPINION OF THE RESPONDENTS ON PERFORMANCE BASED BONUS



AGREE 48 48%

NEUTRAL 0 0%

DISAGREE 6 6%


TOTAL 100 100%


CHART NO: 4.1.16

OPINION OF THE RESPONDENTS ON PERFORMANCE BASED BONUS


Inference:

It is inferred that 48% of the respondents agree that there is direct linkage between

performance rating and bonus and 46% of the respondents strongly agree and 2% of the

respondents neutral and 4% of the respondents disagree that there is direct linkage

between performance rating and bonus.

43

TABLE NO: 4.1.17

OPINION OF RESPONDENTS ON PERFORMANCE BASED INCREMENT


YES 88 88%

NO 12 12%

TOTAL 100 100%


CHART NO: 4.1.17

OPINION OF RESPONDENTS ON PERFORMANCE BASED INCREMENT


Inference:

It is inferred that 88% of the respondents agree that only high performer in the

organization receives high increment and 12% of the respondents disagree that high

performer in the organization does not receives high increment. Maximum number of

respondents agree that only high performer in the organization receives high increment.

44

88%

12%

YES

NO

TABLE NO: 4.1.18

OPINION OF RESPONDENTS ON PERFORMANCE BASED RECOGNITION

RESPONDENT’S OPINIONNO OF


YES 54 54%

NO 46 46%

TOTAL 100 100%


CHART NO: 4.1.18

OPINION OF RESPONDENTS ON PERFORMANCE BASED RECOGNITION


Inference:

It is inferred that 74% of the respondents agree that only a high performer gets

due recognition from the boss and 26% of the respondents disagree that a high performer

does not gets due recognition from the boss. Maximum number of respondents agree that

only a high performer gets due recognition from the boss.

45

TABLE NO: 4.1.19

OPINION OF RESPONDENTS ON PERFORMANCE BASED MONETARY

BENEFIT

RESPONDENT’S

OPINION

NO OF



Agree 39 39%

Neutral 16 16%

Disagree 8 8%


Total 100 100%


CHART NO: 4.1.19OPINION OF RESPONDENTS ON PERFORMANCE BASED MONETARY

BENEFIT


Inference: It is inferred that 39% of the respondents agree that only high performers get

better monetary benefit in organization and 37% of the respondents strongly agree and

16% of the respondents neutral and 8% of the respondents disagree that only high

performers does not get better monetary benefit in organization.

46

TABLE NO: 4.1.20

OPINION OF RESPONDENTS ON THEIR EVALUATION OF STRENGTHS

AND WEAKNESS



Agree 30 30%

Neutral 25 25%

Disagree 13 13%


TOTAL 100 100%


CHART NO: 4.1.20

OPINION OF RESPONDENTS ON THEIR EVALUATION OF STRENGTHS

AND WEAKNESS


Inference:

It is inferred that 32% of the respondents strongly agree that the strengths and

weaknesses of them is evaluated based on performance appraisal and 30% of the

respondents agree and 25% of the respondents neutral and 13% of the respondents

disagree that the strengths and weaknesses of them is evaluated based on performance

appraisal.

47

TABLE NO: 4.1.21

OPINION OF RESPONDENTS ON PERFORMANCE BASED TRAINING

NEEDS



Agree 25 25%

Neutral 27 27%

Disagree 15 15%


TOTAL 100 100%


CHART NO: 4.1.21

OPINION OF RESPONDENTS ON PERFORMANCE BASED TRAINING

NEEDS


Inference: It is inferred that 33% of the respondents Strongly agree that the training needs

of the employees is based on their performance appraisal and 27% of the respondents

neutral and 25% of the respondents agree and 15% of the respondents disagree that the

training needs of the employees is not based on their performance appraisal.

48

TABLE NO: 4.1.22

OPINION OF RESPONDENTS ON THEIR TRAINING NOMINATION


YES 84 84%

NO 16 16%

TOTAL 100 100%


CHART NO: 4.1.22

OPINION OF RESPONDENTS ON THEIR TRAINING NOMINATION


Inference: It is inferred that 84% of the respondents agree that the employees can nominate

themselves for training and 16% of the respondents are disagree that the employees

cannot nominate themselves for training. Maximum numbers of respondents agree that

the employees can nominate themselves for training.

49

TABLE NO: 4.1.23

OPINION OF RESPONDENTS ON EMPLOYEE TRAINING AS PER BUSINESS

NEEDS

RESPONDENT’S

OPINIONNO OF RESPONDENTS PERCENTAGE


Agree 30 30%

Neutral 20 20%

Disagree 15 15%


TOTAL 100 100%


CHART NO: 4.1.23

OPINION OF RESPONDENTS ON EMPLOYEE TRAINING AS PER BUSINESS NEEDS


Inference:

It is inferred that 35% of the respondents Strongly agree that employees are

trained as per business needs and 30% of the respondents are agree and 20% of the

respondents neutral and 15% of the respondents disagree that employees are not trained

as per business needs. Maximum number of respondents strongly agrees that employees

are trained as per business needs.

50

TABLE NO: 4.1.24

OPINION OF RESPONDENTS ON TRAINING FOR LOW PERFORMERS



Agree 33 33%

Neutral 21 21%

Disagree 15 15%


TOTAL 100 100%


CHART NO: 4.1.24

OPINION OF RESPONDENTS ON TRAINING FOR LOW PERFORMERS


Inference:

It is inferred that 33% of the respondents agree that the company provides

training for how performers to improve their performance and 30% of the respondents are

Strongly agree and 21% of the respondents neutral and 15% of the respondents disagree

that the company does not provides training for how performers to improve their

performance and 1% of the respondents strongly disagree.

51

Respondents Opinion

TABLE NO: 4.1.25

OPINION OF RESPONDENTS ON COUNSELING FOR LOW PERFORMERS


YES 73 73%

NO 27 27%

TOTAL 100 100%


CHART NO: 4.1.25OPINION OF RESPONDENTS ON COUNSELING FOR LOW PERFORMERS


Inference:

It is inferred that 73% of the respondents agree that counseling is given

for low performers and 27% of the respondents disagree that counseling is not given for

low performers. Maximum number of respondents agrees that counseling is given for low

performers.

52

73%

27%

YES

NO

TABLE NO: 4.1.26

OPINION OF RESPONDENTS ON MOTIVATIONAL TRAINING TO LOW

PERFORMERS



Agree 28 28%

Neutral 27 27%

Disagree 8 8%


TOTAL 100 100%


CHART NO: 4.1.26

OPINION OF RESPONDENTS ON MOTIVATIONAL TRAINING TO LOW

PERFORMERS


Inference:

It is inferred that 35% of the respondents Strongly agree that motivational training is readily given to low performers in this company and 28% of the respondents agree and 27% of the respondents neutral and 8% of the respondents disagree that motivational training is not given to low performers in this company and 2% of the respondents strongly disagree.

4.2 CHI-SQUARE

53

(i) Relationship between Educational qualification and performance targets based on organization goals of the employees

Ho: There is no significant difference between Educational qualification and

performance targets based on organization goals of the employees.

H1: There is significant difference between Educational qualification and performance

targets based on organization goals of the employees.

Performance Targets based on organization goals _______________________________________________________________________

Qualification Strongly Agree Neutral Disagree Strongly Total agree disagree _______________________________________________________________________ UG 16 29 4 3 2 54

PG 14 8 3 3 0 28

Professional 9 8 1 0 0 18 _______________________________________________________________________ Total 39 45 8 6 2 100________________________________________________________________________

Expected Frequency (E) = (Row total for the column of that cell) * (Column total for the column of that cell) Grand total

Observed Frequency Expected Frequency (O-E) (O-E)2 (O-E) 2

54

(O) (E) E16 21.06 5.06 25.60 1.21629 4 } 3832

24.30 4.32 }32.943.241.08

5.06 25.60 0.777

14 10.92 3.08 9.4864 0.8698 3 } 1430

12.60 2.24 }17.081.680.56

3.08 9.4864 0.555

9 7.02 1.98 3.9204 0.5588 1 } 900

8.10 1.44 }10.981.080.36

1.98 3.9204 0.033

Total 4.008

(O-E) 2 = 4.008 E

Degree of Freedom = (r-1) (s-1) = (3-1) (5-1) = 8 – 3( 3 – number of pooling)=5

Calculated value = 4.008

Tabulated value = 11.070

INTERPRETATION:Since ᵪ2 < ᵪ2

0.05 We accept H0 and conclude that There is no significant difference between Educational qualification and performance targets based on organization goals of the employees.

CHI-SQUARE

55

(ii) Relationship between years of experience and Roles assigned to the employees

Ho: There is no significant difference between years of experience and Roles assigned to the employees .

H1: There is significant difference between years of experience and Roles assigned to the employees

Roles Assigned _______________________________________________________________________

Qualification Strongly Agree Neutral Disagree Strongly Total agree disagree _______________________________________________________________________ Below 5 yrs 8 7 6 1 0 22

5-10 yrs 5 12 11 4 0 32

10-20 yrs 9 21 11 5 0 46 _______________________________________________________________________ Total 22 40 28 10 0 100________________________________________________________________________

Expected Frequency (E) = (Row total for the column of that cell) * (Column total for the column of that cell) Grand total

Observed Frequency Expected (O-E) (O-E)2 (O-E) 2

56

(O) Frequency(E)

E

8 4.84 3.16 9.9856 2.0637 8.80 1.8 3.24 0.36861 } 1205

6.16 2.20 }15.407.04

3.4 11.56 0.751

12 12.80 0.8 0.64 0.0511 4 } 150

8.96 3.2 }12.160

2.84 8.0656 0.663

9 10.12 1.12 1.2544 0.12421 18.40 2.6 6.76 0.36711 5 } 160

12.88 4.6 }17.480

1.48 2.1904 0.125

Total 4.511

(O-E) 2 = 4.511 E

Degree of Freedom = (r-1) (s-1) = (3-1) (5-1) = 8 – 3(3 – number of pooling) =5

Calculated value = 4.511

Tabulated value = 11.070

INTERPRETATION:

Since ᵪ2 < ᵪ20.05 we accept H0 and conclude that There is no significant difference

between years of experience and Roles assigned to the employees..

57

4.3 CORRELATION

(i) Correlation between the roles assigned as the level of performance and change of roles in the organization.

X Y X2 Y2 XY

22 40 484 1600 880

40 30 1600 900 1200

28 14 784 196 392

10 14 100 196 140

0 2 0 4 0 ________________________________ Total-100 100 2968 2896 2612 ________________________________

∑X=100, ∑Y=100, ∑X2 = 2968,∑Y2=2896, ∑XY=2612, n=5

rXY = n∑XY – (∑X) (∑Y)____ √n∑X2-(∑X)2 √n∑Y2-(∑Y)2

rXY = ____5(2612)-(100)(100)_____√5(2968)-(100)2√5(2896)-(100)2

rXY = 0.657

INTERPRETATION:

There is a very high Positive Correlation between the roles assigned as the level of performance and change of roles in the organization.

CORRELATION

58

(ii) Correlation between the Strength, weakness of the employees and training given as per the future business needs.

X Y X2 Y2 XY

32 35 1024 1225 1120

30 30 900 900 900

25 20 625 420 500

13 15 169 225 195

0 0 0 0 0 ________________________________ Total-100 100 2718 2750 2715 ________________________________

∑X=100, ∑Y=100, ∑X2 = 2718,∑Y2=2750, ∑XY=2715, n=5

rXY = n∑XY – (∑X) (∑Y)____ √n∑X2-(∑X)2 √n∑Y2-(∑Y)2

rXY = ____5(2715)-(100)(100)_____√5(2718)-(100)2√5(2750)-(100)2

rXY = 0.974

INTERPRETATION:

There is a very high Positive Correlation between the Strength, weakness of the employees and training given as per the future business needs..

5. FINDINGS

59

It is found that 44% of the respondents are in the age group of 36-45 years.

It is found that 85% of the respondents are male.

It is found that 54% of the respondents are qualified as UG.

It is found that 89% of the respondents are married.

It is found that 46% of the respondents are 10-20 years of experience.

It is found that 45% of the respondents are agree towards performance targets of

the employees are set as per the organizational goal.

It is found that 78% of the respondents are agree towards performance standards

are set for each job.

It is found that 40% of the respondents are strongly agree towards provision of

mid-term review in the organization.

It is found that 37% of the respondents are agree towards direct interaction

between appraisers and appraises.

It is found that 84% of the respondents are agree towards provision of self

assessment in the appraisal.

It is found that 48% of the respondents are strongly agree towards performance

rating of the employees in the organization is confidential.

It is found that 40% of the respondents are agree towards the roles are assigned to

the employees as the level of performance.

It is found that 43% of the respondents are agree towards employee responsibility

in the organization is based on the principle.

60

It is found that 40% of the respondents are strongly agree towards change of roles

in the organization.

It is found that 55% of the respondents are agree towards promotions based on the

performance of the employees.

It is found that 48% of the respondents are agree towards direct linkage between

performance rating and employee bonus.

It is found that 88% of the respondents are strongly agree towards high performer

receives high increment.

It is found that 54% of the respondents are strongly agree towards high performer

gets due recognition from the boss.

It is found that 39% of the respondents are agree towards high performers better

monetary benefit in the organization.

It is found that 32% of the respondents are strongly agree towards the strengths

and weakness of the employees.

It is found that 33% of the respondents are strongly agree towards effective way

to identify the training needs of the employees.

It is found that 84% of the respondents are agree towards employees can nominate

themselves for training.

It is found that 35% of the respondents are strongly agree towards employees are

given training as per future business needs.

61

It is found that 33% of the respondents are agree towards the organization

provides training for low performers to improve the level of performance.

It is found that 73% of the respondents are strongly agree towards the provision of

counseling for low performers.

It is found that 35% of the respondents are strongly agree towards motivational

training is given to low performers in the organization.

SUGGESTIONS

62

All the employees can be thoroughly oriented about the Performance Appraisal

System at the time of induction itself, so as to avoid any doubts about the system

at a later stage.

The organization can device suitable training program for those individuals who

fall in the average and below average category.

The training need may be recommended by the reporting officer taking into

account the appraisee’s area of interest and the organization can have short

discussion with the appraiser before any recommendation may be helpful in this

regard.

The incentives given to the employees based on performance appraisal could be

clearly intimated well before (at least a quarter) they start doing their job.

Those employees who are appraised well in each year can be publicized in the

organization through mails & other communication to all other employees so that

this would prove to be a motivating factor for the average performers to perform

better.

CONCLUSION

63

One of the most important factors for the employees in the performance appraisal

processes is to receive fair and accurate assessment. Performance appraisal should be

taken as a tool to identify better performing employees from others. An employee always

expects his appraiser to recognize and appreciate his achievements. Training needs have

to be given for the employees to develop their career. Rewards and bonuses are needed

for their promotions to the next levels. Problems faced by the employees should be

discussed during the course of action.

BIBLIOGRAPHY

64

BOOK REFERENCES:

1. DAVID A. DECENZO et al, HUMAN RESOURCE MANAGEMENT; SEVENTH

EDITION, JOHN WILEY &SONS (ASIA) PVT LTD; 2003, PERFORMANCE

APPRAISAL MANAGEMENT, PAGE NO: 272

2. BISWAJEET PATTANAYAK, HUMAN RESOURCE MANAGEMENT; SECOND

EDITION; EASTERN ECONOMY EDITION, PRENTICE-HALL OF INDIA PVT LTD

2002 , PERFORMANCE APPRAISAL, PAGE NO: 89-90

3. P.JOTHI et al, HUMAN RESOURCE MANAGEMENT; SIXTH EDITION;

OXFORD UNIVERSITY PRESS 2008,PERFORMANCE APPRAISAL, PAGE NO: 226

4. Thomas F. Patterson (1987). REFINING PERFORMANCE APPRAISAL.

5. Archer North & Associatiates, INTRODUCTION TO PERFORMANCE

APPRAISAL, 1998.

WEB SITES REFFERED

1. http://www.managementhelp.org/emp_perf/perf_rvw/basics.htm

2. http://humanresources.about.com/od/performanceevals/a/perf_appraisal.htm

3. http://www.performance-appraisal.com/intro.htm

A STUDY ON PERFORMANCE APPRAISAL OF EMPLOYEES AT SUPER

AUTO FORGE Pvt Ltd

65

http://www.performance-appraisal.com/intro.htm

http://humanresources.about.com/od/performanceevals/a/perf_appraisal.htm

http://www.managementhelp.org/emp_perf/perf_rvw/basics.htm

QUESTIONNAIRE

I am Sulthan Ibrahim.M. I am doing my MBA in Alpha Engineering College. This

Questionnaire is only for the collection of data for doing my project. I am sure that this

will not be used for any other purpose.

Personal Details

1. Name [Optional] :

2. Age

25-35 36-45 46&Above

3. Gender

Male Female

4. Educational Qualification

UG PG Professional

5. Marital status

Married Unmarried

6. Years of experience

Below 5 yrs 5 – 10 yrs 10 – 20 yrs

66

STUDY DETAILS:

1. The performance targets of the employees are set as per the organizational goal.

A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree

2. Do you think that the different performance standards are set for different job?

A) Yes B) No

3. Is there any provision of mid-term review in the organization?

A) Always B) Often C) Sometimes D) Occasionally E) Never

4. During the time of appraisal, there is direct interaction between appraiser and

appraisee.


5. Do you think there is provision of self assessment in the appraisal?

A) Yes B) No

6. The performance rating of the employee in the organization is confidential.


7. The roles are assigned to the employees as the level of performance.


8. The employee responsibility in the organization is based on the principle of ‘high

performance more meaningful job’.


9. On the basis of performance, the employees can make request for change of roles

in the organization.


10. Does the promotions of the employees are based on the performance.

A) Yes B) No

67

11. There is a direct linkage between performance rating and employee bonus.


12. Does the high performer in the organization receive high increment?

A) Yes B) No

13. Does the high performer gets due recognition from the boss.

A) Yes B) No

14. High performers better monetary benefit in the organization.


15. The performance appraisal evaluates the strengths and weakness of the employee.


16. The performance appraisal is an effective way to identify the training needs of the

employees.


17. Does the employees can nominate themselves for training?

A) Yes B) No

18. The employees are given training as per future business needs.


19. The organization provides training for the low performers to improve their level of

performance.


20. Is there any provision of counseling for low performers.

A) Yes B) No

21. Motivational training is given to low performers in the organization.

A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree.

68

Super Final

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