Introduction to Textile Industry

History of Indian Textile Industry The discovery of several spindles, and a piece of cotton stuck to a silver vase, revealed that the spinning and weaving of cotton was known to the Harrappans, nearly five thousand years ago. References to weaving are found in the Vedic literature on the method of spinning, the various materials used. The foundations of the Indian textile trade with other countries began as early as the second century BC. A hoard of block printed and resist-dyed fabrics, mainly of Gujrati origin, found in the tombs of Fostat, Egypt, are the proof of large scale Indian export of cotton textiles to the Egypt in medieval times. In the 13th century, Indian silk was used as barter for spices from the western countries. Towards the end of the 17th century, the British East India Company had begun exports of Indian silks and various other cotton fabrics to other countries. These included the famous fine Muslin cloth of Bengal, Bihar and Orissa. Painted and printed cottons or chintz was extensively practiced between India, China, Java and the Philippines, long before the arrival of the Europeans. Before the introduction of mechanized means of spinning in the early 19th century, Indian cottons and silks were hand spun and hand woven, a highly popular fabric, called the khadi. Fabrics that use mill- spun yarn but which are hand-woven are known as handloom. Today cotton is an integral part of textiles in India. Nearly four million handlooms are engaged in weaving fabrics of nearly 23 different varieties of cotton.

INTRODUCTION

The Textile Industry occupies a vital place in the Indian economy and contributes substantially to its exports earnings. Textiles exports represent nearly 30 per cent of the country's total exports. It has a high weight age of over 20 per cent in the National production. It provides direct employment to over 15 million persons in the mill, powerloom and handloom sectors. India is the worlds second largest producer of textiles after China. It is the worlds third largest producer of cotton-after China and the USA-and the second largest cotton consumer after China. The textile industry in India is one of the oldest manufacturing sectors in the country and is currently its largest. The Textile industry occupies an important place in the Economy of the country because of its contribution to the industrial output, employment generation and foreign exchange earnings. The textile industry encompasses a range of industrial units, which use a wide variety of natural and synthetic fibres to produce fabrics. The textile industry can be broadly classified into two categories, the organized mill sector and the unorganized mill sector. Considering the significance and contribution of textile sector in national economy, initiative and efforts are being made to take urgent and adequate steps to attract investment and encourage wide spread development and growth in this sector.

TEXTILE INDUSTRY IN INDIA

The textile industry occupies a unique place in our country. One of the earliest to come into existence in India, it accounts for 14 per cent of the total industrial production, contributes to nearly 30 per cent of the total exports and is the second largest employment generator after agriculture. The Indian textile industry is one of the largest in the world with a massive raw material and textile-manufacturing base. Indian economy is largely dependent on the textile manufacturing and trade in addition to other major industries about 27 per cent of the exchange earning are on account of export of textiles and clothing alone. The textiles and clothing sector contributes about 14 per cent to the industrial production and 3 per cent to the gross domestic product of the country. Around eight per cent of the total excise revenue collection is contributed by the textile industry. So much so, the textile industry accounts for as large as 21 per cent total employment generated in the economy. Around 35 million people are directly employed in the textile manufacturing activities. Indirect employment including the manpower engaged in agricultural based raw material production like cotton and related trade and handling can be stated to be around another 60 million

Growth of Textile Industry The textile policy of 1985 and the economic policy of 1991 accelerated the economic growth during 1990s. Textile sector growth has been led by the spinning and the manmade fibre industry. The number of cotton/ manmade fibre textile mills rose from 1035 in 87-88 to 1741 by December 1997. The number of spinning mills number rose to 1461 in December 1997 from 752 in 87-88. Liberalisation led to the installation of open-end rotors and setting up of Export Oriented Units (EOU)2. Currently India has the second highest spindleage in the world after China. Aggregate production of cloth during 1996-97 was 34,265 million sq. metres, an increase of nine percent over 1995-96. India's contribution in world production of cotton textiles was about 12 per cent a decade back, while currently it contributes to about 15 per cent of world cotton textiles India has the second-largest yarn-spinning capacity in the world (after China), accounting for roughly 20 percent of the worlds spindle capacity.

Indias spinning segment is fairly modernized; approximately 35 to 40 percent of Indias spindles are less than 10 years old. During 1989-98, India was the leading buyer of spinning machinery, accounting for 28 per cent of world shipments. Indias production of spun yarn is accounted for almost entirely by the organized mill sector, which includes 285 large. Manmade fibers, wool and silk segment grew by modest 4.5 per cent per annum during the 5-year period 2000-01 to 2005-06.During the first year of quota-free global trade, production increased leaps and bounds. Textiles production increased 10 per cent over 2004. The growth was fuelled by a 22 per cent rise in production of other textiles (including apparels). Cotton textile also posted an increase of nine per

Indian textile industry concludes of various segments like: 1. Woolen Textile. 2. Cotton Textile. 3. Silk Textiles. 4. Readymade Garments. 5. Jute and Coir. 6. Hand-Crafted Textile like Carpets. 7. Man Made Textiles Indian textile industry in a very short span had made a distinct position globally, alluring the globe towards the World of Indian textiles. This has happened mainly because:

High availability of raw materials. Highly skilled economical labor, an added advantage. Largest producer of cotton yarn contributing 25% towards worlds cotton Availability of all kinds of fibers like silk, cotton, wool and even high quality Flexibility of the readymade garment industry in terms of sizes, fabric variety. synthetic fibers.

Here are a few important facts about Indias textile: There are approximately 1200 medium to large scale textile mills in India. Twenty India has 34 million cotton textile spindles for manufacturing cotton yarn. Cotton

percent of these mills are located in Coimbatore (Tamil Naidu). yarns account for 70 percent of India's textile exports. (China has 40 million cotton spindles). Of the Indian textile yarn exports, almost 80 percent come from coarser yarns. The domestic knitting industry is characterized by small scale units which lack Consequently, there is a need to upgrade the technology. adequate facilities for dyeing, processing and finishing. The industry is concentrated inTripura (Tamil Naidu) and Ludhiana (Punjab).Tripura produces 60 percent of the country's total knitwear exports. Knitted garments account for almost 32 percent of all exported garments. The major players include Nahar Spinning, Arun Processors and Jersey India.

Brief history of company Oswal Group was curved out of parent Vardhman Group in the year 2003 in a way Oswal Group is one of the in textile in northern india having its Corporate office at Ludhiana, Punjab. The group has existence for last 40 years with core competency of spinning. The Oswal Group is mainly into spinning & dyeing (all types of yarns in different blends), manufacturing of fabric and garments. The group has plans to diversify in future but mainly in textile related activities. Accordingly, a joint venture has been entered into with F.M Hammerle, Austria in March 2006 for setting up a yarn dyed shirting Project at Kolhapur (Maharashtra), Western India. In 2008, the Oswal Group also acquired Europes one of the premium shirting fabric brand nameF.M Haemmerle by setting up a subsidiary of VPL in the name and style of F.M Haemmerle Verwaltungs GMBH in Austria . Oswal Group have production units at Bathinda, Ludhiana, Kolhapur and Sales office at Ludhiana, Mumbai. Delhi.

OSWAL GROUP is a premier Textile Group of India having its Corporate Office at Ludhiana, Punjab. The Group has existence for last 40 years with core competency of Spinning. It was earlier part of Vardhman Group but after family settlement between two brothers in 2003, it is known as Oswal Group. The Projected turnover of the Group is INR 500 Crores (US $113.64 millions) at its full scale of operations.

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Vision & Mission Vision We at Oswal Group will achieve a turnover of Rs 1000 crore by 2012 by strengthening its core competencies and capacities in Textiles and diversified businesses to create value for its Stakeholders. Mission Oswal Group is on a learning curve, will expand capacities in Textiles and reinforce Customer-delight by manufacturing world-class quality using state-of-the-art technology. Group Philosophy

Total Customer Delight Competing with the best Total Quality People Product Quality a way of life State of Art Technology with ultramodern R & D facilities Respect of every Oswal Group Parivar Member Achieving Excellence through culture integration Change a way of life Act as responsible corporate citizen and discharge our social

responsibilities

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Facilities Vardhman Polytex Ltd, Bathinda It is the mother unit of company . This unit started its commercial production in 1986 with an installed capacity of 11,520 spindles which has now increased to 1,05,000. This unit is situated in the hub of COTTON BELT and has the inherent advantage of procuring its basic raw material of best quality . Vinayak Textiles Mill, Ludhiana The company has set up this unit in 2004 with an installed capacity of 25000 spindles . The unit has latest state of-the-art-technology imported from Rieter(Switzerland),Muratac (Japan) and USter (Switzerland). The spinning capacity of the unit has now increased to 50,000 spindles . VTM Dye House , Ludhiana The company has installed a Dye House having a capacity of 15 MT per day with advanced machinery imported from Fongs (Hong Kong). The Dye House is well equipped to develop any shade and in any cotton as per customers requirement . reactive and AZ0 free dyes are used. Anshupati Textiles,Ludhiana This worsted unit was setup by the company in 1991 to manufacture grey/Dyed Acrylic and Acrylic blended yarns . The spinning capacity is of 11,500 Spindles . AMKryon International Pvt. Ltd. , Ludhiana AMKryon International Pvt. Ltd.is a garment manufacturing company , incorporated in 1999. At present , the company is having the capacity of 2000 pieces per day casual wear including Tshirts ,Trousers ,Cargos , shorts and jackets and is under active consideration for further expansion. The company is providing third party shipments of all kinds of garments whether in fine knits or woven for the world class brands like, Dockers, Wal-Mart, Arrow(USA) etc and for leading Indian brands like, Provogue , Life style, Ginny& Jonny, Bare etc. Oswal F.M Hammerle Textile Ltd., Kolhapur Oswal F.M Hammerle Textiles Ltd. is the subsidiary of Vardhman Polytex Ltd for high end yarn dyed shirting fabric manufacturing. This company is set up by VPL in technical and marketing collaboration with F.M hammerle(FMH), Austria at Kolhapur (Maharashtra). The
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company has installed state-of-art machinery imported from Switzerland, Germany, Belguim and Japan. Production capacity of OFMH is 12 million meters per annum. Vardhman Polytex Ltd., Nalagarh Looking at the immense growth of OswalGroup , Group is coming with new unit with full pace at Nalagarh

Awards & Certification

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Aloe vera Bureau of India Standards

Gots Process & Market

OE GOTS Certificates -2010-11

Oekotax Certification from Switzerland for Dyeing

R&D Accreditation

Supima License Certificate

Usterized Certificate from Uster Technologies AG, Switzerland for maintaining

consistent level of quality

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Quality Policy The company believes in delivering quality in all its products & services. As such the following points were adopted:1. Quality shall be built into the company's products to not only meet customer requirements continuously, but exceed them. The company shall achieve this through an interface with the
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market place, access to state of the art technology, R & D, Process Development and adoption of innovative & best manufacturing and marketing strategies. 2. The quality policy shall be integrated with the company's main objectives: (a)To remain market leader in quality (b)Increase market share with focus on niche segments (c)Improve productivity (d)Cost reduction (e)Reduction in percentage of seconds 3.The management shall be committed to provide resources and comply with all requirements needed for fulfillment and continual improvement of quality management system. 4. Quality culture shall be created throughout the organization through training and motivation of people at all levels.. 5.The quality policy should be implemented through a network of systems and procedures understood and followed throughout the company.

Products

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Yarns Oswal Group is having dominant position in Cotton yarn, Cotton polyester , blended yarn (Grey and Dyed),and Acrylic in the market. The quality of its product is well accepted and appreciated with in domestic and as well as international market. Products

Grey Cotton Yarn(Carded) Grey Cotton Yarn(Combed) Compact Yarns Organic Cotton Yarns SUPIMA cotton Yarns Polyester / Cotton Yarns (Different Blends) 100% Modal and cotton/Modal blends 100% bamboo and cotton / Bamboo Blends Slub/Multicount Lycra/ Spandex Blended Core Spum Yarns Polyester Cotton Yarn Grey High Bulk Acrylic Yarn(VIP) Fiber/Tow Dyed Acrylic Yarn (Daffodil) Hank Dyes acrylic yarn (Dolly) Mink Blanket Yarn Acrylic Polyester(Grey and dyed) Acrylic/Nylon (Rainbow /Surbhi) Acrylic/wool (80:20 ,70:30, 50:50) Fancy Yarn Domestic
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Marketing is centralized at group level. There is a strong network of dealers and agents for both domestic and international. The central marketing and branches are managed/controlled by professional and experienced team.

International
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Marketing is centralized at group level. There is a strong network of dealers and agents for both Domestic and international. The central marketing and branches are managed/controlled by professional and experienced team.

Different department in VPL: Personal and administration

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Security department: - one of the most important in any organization is the security of the personnel and property. Security of both movable and immovable property comes under this. It is need based department i.e. number of the personnel recruited is as per the requirement and is not standard in any organization. This department acts as a custodian of all the property and personnel. Anything, which is coming in or going out of mill, is under the close and strict observation of this department.checked by department it also ensure that proper discipline is maintained in the mill. In case any case any vehicle is required by any dept in mill, it send a requisition slip an vehicle is provided. Time office:- This is another important office, which comes under this department. Any new personnel leaving the mill, or being recruited is all done through this department? Everyday each and every person from clerical staff, supervisor to officer marks their attendance here. Marketing department It is one of the most important departments of any organization. No matter how good is the product, but if it is not properly communicated, it is of no use. After this correspondence is started with introductory letter mentioning machinery details, company profile. Negotiation on rate is done. After this settlement, Performa cum sale contract is sent. Commercial department This department acts as a post office of the mill. Everything that goes out or come in has to be signed by this department. Even if there is any requirement, to be purchased, a letter from the concerned department and from here it is sent to excise office for exemption. After this, it is sent to head office. Everything which is sold or dispatched, its daily reports, is faxed to marketing from here. If something has to be imported again this department is informed, which in turn inform the Excise Office for exemption. Store Everything related to machine, spares, fuel, electrical, spare, oil lubricants, tool etc., which is required in the entire processes, are kept here. They have their proper card, which has the item no., rack no. and other particular about that item. Records are maintained of each item. In case any requirement indents are sent by the department concerned. If it is available then it is issued against the issue slip, otherwise purchased.
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Purchase department Raw material: - This department purchases raw material for the production. They purchase according to the needs of the marketing department. They get the indent from the marketing department. Field officer approves the quality and purchase orders are issued. After this it is sent to R & D department for further testing. Budgeting is also done by this department to predict the cost of coming cotton. Cotton waste, which is left over after the production, is also sold off by this department. Production Production is mainly concerned with the handling of 1. Man power 2. Machinery 3. Material

In other words it is related with proper management or ensures the proper management of man, machinery, material and methods. At present ( carded,combed, m/c and p/c) yarns are being produced in the mill from 20 to 40 counts. Carded and combed yarns are basically for knitting and weaving purpose. Maintenance department Production in the mill takes place round the clock and machines are continuously running from 24 hrs so they need a proper maintenance for their smooth working. This is where this department proves its worth. Research and development This department ensures that produced yarn quality conforms to international level. From raw material to final product everything Ls strictly tested by this department. They mainly concentrate on. 1. Process control 2. Process optimization 3. Customers complaints
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Finance and account Any industry requires funds for its smooth functioning and to meet out various requirements. For this they can get loans from any of the financial institution created by RBI, which is the sin gal regulatory authority of the country. These financial institution are called industrial BANK , which have the government money where as other are called commercial banks.

Major player in textile industry

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1.Vardhaman group:Vardhman Group is a leading textile conglomerate in India having a turnover of $700 mn. Spanning over 24 manufacturing facilities in five states across India, the Group business portfolio includes Yarn, Greige and Processed Fabric, Sewing Thread, Acrylic Fibre and AlloySteel. Vardhman Group manufacturing facilities include over 8,00,000 spindles, 65 tons per day yarn and fibre dyeing, 900 shuttleless looms, 90 mn meters per annum processed fabric, 33 tons per day sewing thread, 18000 metric tons per annum acrylic fibre and 100,000 tons per annum special and alloy steel. 2.Arti international:arti international limited,located to ludhina,(Punjab) has got a steel plant with a capacity of 1.25 lac tones per annum. The installed capacity of wire drawing unit is 36000 MT per manufacturer wires like tyre bead wires, spring street wire, etc. 3.Nahar group:'Nahar' literary meaning 'LION' is the second largest spinning company in India with 370,000 spindles. Nahar Group have 11 yarn manufacturing units at different locations for the purpose of manufacturing wide range of yarns. The blend of state of art technology backed by dedicated and skilled work force churn out the best of products from our manufacturing units which cater to needs of our wide range of high profile customers with diverse application. 4.Trident group:Trident Group is a dynamic and continuously growing group of companies creating a buoyant economic climate. The group is focused on generating economic prosperity for the stakeholders, while growing harmoniously with the community and environment. Leveraging business from an expanding product portfolio, Trident Limited, the flagship company of the group, is one among the top 5 global terry towel giants of the world. What's more, the company is one of the world's largest agro-based paper manufacturers and one of the largest yarn producers in India. Strong business ethics, excellence in business, productive work environment, continuous improvement through sound corporate governance and dynamic employee engagement have been at the foundation of the
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continuous

success

of

the

group.

Making way in Punjab as an agro-based manufacturer in 1990, the group has diversified and expanded manifold, giving way to businesses based on sustainable growth.

LITERATURE REVIEW: Abstract Multiple uses of performance appraisal: Prevalence and correlates

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Cleveland, Jeanette N.; Murphy, Kevin R.; Williams, Richard E., (1989) Journal of Applied Psychology, Vol 74(1), Feb 1989, 130-135. doi: 10.1037/00219010.74.1.130

This research says that performance appraisal is used in organizations for a variety of purposes. The conducted study helped in determining the extent to which performance appraisal is used for each of several purposes in industry The result indicated that use of performance appraisal to simultaneously make distinctions between and within individuals. (Cleveland, 1989)

Abstract The Current State of Performance Appraisal Research and Practice: Concerns, Directions, and Implications Robert D. Bretz Jr.,George T. Milkovich1 and Walter Read Performance appraisal is an applied topic, it is useful to periodically consider the current state of performance research and its relation to performance appraisal practice. This review examines the performance appraisal literature published in both academic and practitioner outlets.Briefly discusses the current state of performance appraisal practice, highlights the juxtaposition of research and practice, and suggests directions for further research.

ABSTRACT: 2.1 Performance appraisal: An organizational perspective. Human resource management series. Murphy, Kevin R.; Cleveland, Jeanette N.

The author suggested a simpler model of the appraisal process which was the need of the hour. They said that their model emphasized context as the most important issue in appraisal and

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treats appraisal as a goal-directed process in which the goals are shaped primarily by the organizational context in which rating occurs. ABSTRACT: 2.2 Does Research in Performance Appraisal Influence the Practice of Performance Appraisal: Regretfully Not! Journal article by Bernard Patrick Maroney, M. Ronald Buckley; Public Personnel Management, Vol. 21, 1992

The authors think that employee perceptions of Performance Appraisal are vital to the acceptance of Performance Appraisal validity, and must be examined prior to any further extension of the process. The paper examines employee perceptions and their implicit consequences, following such aspects of PA as perceived accuracy, feedback, participation, rarer training, rewards, and others. ABSTRACT:

An analysis of managers' reactions to their own performance appraisal feedback. Russell, James S.; Goode, Dorothy L. Journal of Applied Psychology, Vol 73(1), Feb 1988, 63-67. doi: 10.1037/0021-9010.73.1.63

This research says that individuals' reactions to their performance appraisal interviews were examined in two analyses of managers who appraised their subordinates.They hypothesized that managers' reactions toward their own appraisal interview would be influenced by both supervisor satisfaction and favourability of the feedback they received. They also hypothesized that managers' reactions would be affected by system satisfaction (i.e., their attitudes toward the system's ability to document the performance of their subordinates).

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ABSTRACT: Performance appraisal and training: Objectives, a model for change, and a note of rebuttal. Hyde, Albert C.; Smith, Melanie A(hyde & smith) Public Personnel Management, Vol 11(4), Win 1982, 358-366.

This research says that training programs for performance evaluators and evaluates have generally used a model that incorporates 4 phases:-orientation to the new system,analysis of evaluation methods and errors,opportunity to practice performance appraisal, and evaluation of training results. The result indicated that well-constructed training programs will find it difficult to change problems involving conflicting objectives, varying rates of motivation, time delays, and organizational system in congruencies.

ABSTRACT:

How to construct a successful performance appraisal system. Schneier, Craig E.; Beatty, Richard W.; Baird, Lloyd S Training & Development Journal, Vol 40(4), Apr 1986, 38-42. (schneier, beatty, & baird, vol 40(4),apr 1986,38-42.)

This research says that discusses factors associated with the failure of performance appraisal systems in organizations for constructing a successful performance appraisal system. Among the factors identified as contributing to the failure of such systems are problems related to measurement, judgment, policy, and organization. Symptoms of these problems are described along with potential cures.

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ABSTRACT: Performance appraisal: A process focus. Ilgen, Daniel R.; Feldman, Jack M Research in Organizational Behavior, Vol 5, 1983, 141-197. This research says that the performance appraisal process is constructed as a function of 3 interacting systems: organizational context, the appraiser's information processing system, and the behavioural system of the appraise.It is argued that aspects of each system constrain the ability of the appraisal process to produce accurate, unbiased, and reliable assessment of individual behaviour and performance. ABSTRACT: A cognitive view of the performance appraisal process: A model and research propositions*1 Angelo S. DeNisi , Thomas P. Cafferty and Bruce M. Meglino University of South Carolina, Columbia, SC, USA Received 5 February 1983. Available online 26 August 2004.

Abstract This paper presents a model of performance appraisal which focuses on the cognitive processes employed by a rater attempting to form an evaluation. The model describes the method by which a rater collects, encodes, stores, and later retrieves information from memory, and the method by which he or she weights and combines this information to form an evaluation which is converted to a rating on a scale. The model is based on diverse bodies of literature which share a social-cognitive orientation, and it forms the foundation for a number of testable research propositions.

ABSTRACT:
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Effects of threat in a performance appraisal interview. Kay, Emanuel; Meyer, Herbert H. Journal of Applied Psychology, Vol 49(5), Oct 1965, 311-317. doi: 10.1037/h0022522 ABSTRACT The results indicated that a manager's attempts to assist a subordinate by pointing up improvement needs were likely to be perceived by the subordinate as threatening to his selfesteem and to result in defensive behaviour. The greater the threat, the less favorable the attitude towards the appraisal system and the less the subsequent constructive improvement in job performance realized. These reactions were strong to the extent that the subordinate had relatively low occupational self-esteem.

ABSTRACT: Performance appraisal: maintaining system effectiveness. by David C. Martin , Kathryn M. Bartol The study of the Uniform Guidelines on Employee Selection Procedures has enlighten certain concern regarding appraisal issues. Firstly,Keeping a performance appraisal system responsive to the needs of an organization is particularly important as many significant personnel decisions are based on system output.Secondly, Collectively the major actions required to maintain a performance appraisal system can be divided into three major categories: controlling the system, monitoring the system and furnishing feedback to those who use the system.

ABSTRACT: The Social Context of Performance Appraisal: A Review and Framework for the Future
1. Paul E. Levy1 and 2. Jane R. Williams2

ABSTRACT
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This research begun to examine the effects of the social context on the appraisal process. Firstly, research has broadened the traditional conceptualization of performance appraisal effectiveness to include and emphasize ratee reactions. Secondly, the influence that the feedback environment or feedback culture has on performance appraisal outcomes is an especially recent focus that seems to have both theoretical and applied implications. Finally, there appears to be a reasonably large set of distal variables such as technology, HR strategies, and economic conditions that are potentially important for understanding the appraisal process, but which have received very little research attention.

RESEARCH METHODOLOGY RESEARCH METHODOLOGY TITLE: performance appraisal system in Vardhaman Polytex Limited

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TITLE JUSTIFICATION:The above title is self explanatory. The study deals mainly with studying to know the pattern follow in vardhaman polytex limi ted. The organization has different department and information is collected from each department to know whether they are satisfactory with this process and are employees getting right rewards for achievement and training for improvement. OBJECTIVE objective of the research is to have an analysis of vardhaman polytex limited. 1) To understand the procedure and find out whether required importance is given to performance appraisal in an organization or not. 2) To know if the employees at VPL are satisfied with the present performance appraisal system. RESEARCH PROCESS

Explore Knowledge about vardhaman polytex ltd. Gather information of Present employees of vardhaman from Secondary Data Collecting Primary data through personal interview Prepare a Questionnaire on the basis of data collected from face to face interview Conduct a Research with sample size of 30 Respondents
SIGNIFICANCE TO THE COMPANY: This is a limited study which takes into consideration the responses of 30 respondents. This data can be explorated to take in the trends across the company. The significance for the industry is people are assets for them and very particular about quality of products and sincere about work,commitment and work. They give employment to large number of women in this
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Analyze, Interpret the Result with Recommendations

competitive world. All the rules and regulations are followed deeply by all the members. Managers keenly listen to the employees problems and try solving it to the maximum extent. SIGNIFICANE FOR THE RESEARCHER: To facilitate and provide useful information for the study of the company and also provide recommendations for vardhaman polytex limited

DEVELOPMENT OF RESEARCH PLAN

Data Source Primary Data Seconda ry Data

Research Approaches

Research Instruments Questionna ire

Sampling Plan

Conta ct Metho d

Probability Sampling Qualitative Quantitative Simple Random

Explorator Systema y tic Quota Indepth Descripti Random Intervie ve Stratifie Snowball w d Focus NON-PROBABILITY Samplin Group questionnaire DISCRIPTIVE EXPERIMENTAL RESEARCH g Interview Cluster Projectiv The research is primarily descriptive in nature. The sources of information are both primary & Telephonic Samplin e secondary. Interview Causa g Techniq Personal l ue Interview Survey Errors Observati
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Non Probability Sampling Convine nce Judgment al

Online Interview Test

Experime

A well-structured questionnaire was prepared and personnel questionnaire collected from each person to know that they are satisfied with current procure.

SAMPLING METHODOLOGY

Sampling Technique:

Initially, a rough draft was prepared keeping in mind the objective of the research.The final Questionnaire was arrived only after certain important changes were done. And my sampling is convenient sampling.

Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling units. These comprise of employees i.e assistant manager, staff, officers and executive manager.

Sample size: The sample size was restricted to only 30, which comprised of mainly peoples from different department of bathinda unit vardhaman polytex limited due to time constraints.

Sampling Area: The area of the research was Vardhaman Polytex limited in bathinda.

LIMITATIONS OF THE RESEARCH

1. The research is confined to a bathinda textile unit and does not necessarily shows a

pattern applicable to all of Companies in India. 2. Some respondents were reluctant to divulge personal information which can affect the validity of all responses.
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3. The environmental changes are vital to be considered in order to assimilate the findings.

4. It was very difficult for me to get fulfill the forms because of and not providing me sufficient time to fill the form seriously.

respondents busy schedule

5.Consumer behavior is dynamic in nature and thus over the time, finding of today may become invalid tomorrow.

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Performance Appraisal

People differ in their abilities and their aptitudes. There is always some difference between the quality and quantity of the same work on the same job being done by two different people. Performance appraisals of Employees are necessary to understand each employees abilities,
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competencies and relative merit and worth for the organization. Performance appraisal rates the employees in terms of their performance.

Performance appraisals are widely used in the society. The history of performance appraisal can be dated back to the 20th century and then to the second world war when the merit rating was used for the first time. An employer evaluating their employees is a very old concept. Performance appraisals are an indispensable part of performance measurement.

Performance appraisal is necessary to measure the performance of the employees and the organization to check the progress towards the desired goals and aims.

Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-appraisal and potential appraisal also form a part of the performance appraisal processes

Typically, Performance Appraisal is aimed at: To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. To diagnose the training and development needs of the future Provide information to assist in the HR decisions like promotions, transfers etc. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees. Helps to strengthen the relationship and communication between superior subordinates and management employees.

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Scope of Performance Appraisal

To help each employee understand more about their role and become clear about their functions;
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To be instrumental in helping employees to better understand their strengths and weaknesses with respect to their role and functions in the organization;

To help in identifying the developmental needs of employees, given their role and function; goal setting, so that individually planned and monitored development takes place to provide an opportunity to each employee for self-reflection and individual

and to help employees internalize the culture, norms and values of the organization, thus developing an identity and commitment throughout the organization;

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PROCESS OF PERFORMANCE APPRAISAL

ESTABLISH PERFORMANCE STANDARDS

COMMUNICATE THE STANDARDS

MEASURE ACTUAL PERFORMANCE

COMPARE ACTUAL PERFORMANCE WITH STANDARDS

TAKING CORRECTIVE ACTIONS, IF NECESSARY

ESTABLISH PERFORMANCE STANDARDS:-This system requires setting certain performance standards that act as benchmarks against which performance is measured. The standards should relate to the results which are desired from each job. The standards must be developed after the through analysis of the job. The standards should be clear to both the

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performance appraiser and the appraisee. The standards must be developed after the through anaylsis of the job and should be measurable with certain time and cost considerations COMMUNICATE THE STANDARDS:- Performance appraisal involves two parties;the appraiser and the appraisee. Both these parties are expected to certain things. The appraiser side involves preparing the job description clearly, assisting the appraise in setting his goals and targets, analyzing results and providing coaching and counseling to appraise as and when required and most importantly rewarding good results. MEASURE ACTUAL PERFORMANCE:-The next step after communicating standards is to measure actual performance. Performance can be evaluated by using various rating methods used to evaluate performance. The measure used should be easy to use, reliable and could be both objective and subjective. The managers can use four ways for collecting information regarding how to measure actual performance: personal observation, statistical reports,oral reports and written reports. COMPARE ACTUAL PERFORMANCE WITH STANDARDS:-Actual performance may be different from what is expected. The final outcome is communicated and discussed. Assessing another persons contribution and ability is not an easy task. The appraisal system may have a serious emotional outcome as it affects the self esteem of appraisee. TAKING CORRECTIVE ACTIONS, IF NECESSARY:-If required,timely corrective action should be taken. The corrective action can be of two types. The one which puts out the fire immediately and another which strikes at the root of the problem permanentaly. Immediate action sets things right and get things back on the track whereas the basic corrective action gets th the source of deviations and seeks to adjust the difference permanently.

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Guideline in Vardhaman Polytex Limited :Guidelines principle for staff and officer appraisal :1.Objective of performance appraisal :a. Job performance b. Personal quality c. Potential for growth d. Improving project performance and working toward career planning and development.

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2. Purpose of performance appraisal :a. Role clarity b. Identity training needs c. Better coordination between superior and subordinates

3. Rating: In case of staff rating remarks are marked A, B, C and D And for executives rating is done from 0 ,1,2,3 and 4 For manager and above appraisal is based on objective/target/KRA and rating is marked from 0 to 4. Appraisal period :In case of staff 1st January to 31st December and For officer and above including manager 1st april to 31st march
4. Procedure/ activity

At least 1 month in advance by end of the year as above, the dispatch of appraisal forms to their respective HODs and immediate superior by personnel department. Within 20 to 25days from date of dispatch, collection of complete appraisal form respective HODs by personnel department. Scrutinise by personnel department for complete appraisal form within 10 days

Appraisal interview with appraise within15 to 20 days. Then, final remarks by unit head

Submission of appraisal summary to corporate office within 10 days.

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44

45

46

47

48

DATA INTERPRETATION AND ANALYSIS

49

IS PEFORMENCE APPASIAL GIVEN ADEQUATE IMPORTANCE IN YOUR DEPARTMENT ?

RESPONSE Strongly Disagree Disagree Neutral Agree Strongly Agree

NO. OF RESPONDENT 0 0 6 12 12

SHARE (%) 0% 0% 20 % 40 % 40 %

PEFORMENCE APPASIAL GIVEN ADEQUATE IMPORTANCE IN MY DEPARTMENT

SD D 0% SA 40% N 20%

SD D N A

A 40% given adequate importance in your company.

SA

Fig 1. graphical representation of responses to question : is appraisal

INTERPRETATIOn: Out of the 30 respondents 40% strongly agreed and agreed and 20 % were neutral to the above mentioned statement because the entire respondent are satisfied with the current performance appraisal opted in the organisation. IS PEFORMENCE APPASIAL BEING USED AS A TOOL FOR OF SUBORDINATES? DEVELOPMENT

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RESPONSE Strongly Disagree Disagree Neutral Agree Strongly Agree

NO. RESPONDENT 0 3 0 18 9

OF

SHARE (%) 0% 10 % 0% 60 % 30 %

PEFORMENCE APPASIAL BEING USED AS A TOOL FOR DEVELOPMENT OF SUBPRDINATES

20 15 10 5 0 0 SD 3 D 0 N 18 9 SD D N A SA

SA

Fig.2. graphical representation of responses to question: being used as a

tool for development of subordinates.

INTERPRETATION: The above chart shows that more than 60% agreed, 30% strongly agreed and 10% disagreed to the performance appraisal being used as a tool for development of subordinates. Respondent which lies in 10% area are not satisfied with the performance appraisal system, reason to this may be that they are not satisfied with the feedback given to them which helps them in individual growth and development.

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TO WHAT EXTEND YOUR SUPERIOR PROVIDE BASES FOR IMPROVING WORK RELATIONSHIP AND TEAM EFFECTIVENESS.

RESPONSE (a) They provide full possible support (b) Upto some extend (c) No support is provided

NO. OF RESPONDENT 23 7 0

SHARE (%) 77 % 23 % 0%

TO WHAT EXTEND YOUR SUPERIOR PROVIDE BASES FORIMPROVING WORK RELATIONSHIP AND TEAM EFFECTIVENESS.
(c) 0% (b) 23% (a) 77% (a)

(b)

(c)

Fig.3. graphical representation of responses to question : provide basis

for improving work relationship and team effectiveness.

INTERPRETATION: More than 77% of the respondent think that the superior provide bases for their improvement. 23% of the respondents says that they get limited attention from the superiors in there growth. This results in building communication gap, thus due to these team effectiveness is reduced.

52

THE MANAGEMENT LAYS OUT CLEAR STANDARD AND ACHIVABLE GOALS

RESPONSE Strongly Disagree Disagree Neutral Agree Strongly Agree

NO. OF RESPONDENT 0 0 1 16 10

SHARE (%) 0% 0% 3.33 % 53.33 % 33.33 %

THE MANAGEMENT LAYS OUT CLEAR STANDARD AND ACHIVABLE GOALS

20 15 10 5 0 0 SD D 0 N 1 A 16 10 SA

Fig.4. graphical representation of responses to question: is management

lay out clear standard and achievable goal.

INTERPRETATION: Approx 34% of respondents strongly agreed and 10% disagreed that management lays out clear standard and achievable goals. Well this shows positive response from the respondents as goal alignment was satisfactory in organisation. From this we can conclude that individual goals and organisational goals are met.

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IS TRAINING PROGRAM NEEDED BY YOU ARE PROVIDED ON TIME

RESPONSE Strongly Disagree Disagree Neutral Agree Strongly Agree

NO. OF RESPONDENT 0 2 8 16 4

SHARE (%) 0% 7% 13 % 53 % 13 %

Fig.5. graphical representation of responses to question: training provided

on time

IS TRAINING PROGRAM NEEDED BY YOU ARE PROVIDED ON TIME

SD D
A 53%

N 27%

N A

D 7% SD 0% SA 13%

SA

INTERPRETATION 53% of the respondents says that they are satisfied with the training provided on time and rest 27% and 7 % shows neutral and disagree responsdant. Neutral responsdant believe that they are indulge in on job training

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WHATEVER CHANGES AMENDED IN COMPANY STRUCTURE OR POLICIES ARE INFORMED TO YOU

RESPONSE Strongly Disagree Disagree Neutral Agree Strongly Agree

NO. OF RESPONDENT 0 2 5 15 8

SHARE (%) 0% 7% 17 % 49 % 27 %

Fig.6. graphical representation of responses to question: changes

amended in company informed to you.

WHATEVER CHANGES AMENDED IN COMPANY STRUCTURE OR POLICIES ARE INFORMED TO YOU

SA 27% SD 0% D 7%

SD
N 17%

D N A SA

A 49%

INTERPRETATION The above chart shows that the majority of the respondents agree that the changes amended in the company structure or policies are informed to them whenever they happen whereas 17% of them have a neutral response towards the same context. However it was also observed that none of the respondents said that they were not informed while there were any changes in the structure or policies of the company.

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DOES

MANAGEMENT

PROVIDES

SUFFICIENT

FACILITIES

FOR

ACCOMPLISHMENT OF WORK

RESPONSE Strongly Disagree Disagree Neutral Agree Strongly Agree

NO. OF RESPONDENT 0 0 4 22 4

SHARE (%) 0% 0% 13 % 74 % 13 %

DOES MANAGEMENT PROVIDES SUFFICIENT FACILITIES FOR ACCOMPLISHMENT OF WORK

SD D SA N 0% 13% 13% SD D N A A 74% SA

Fig.7. graphical representation of responses to question: changes

amended in company informed to you.

INTERPRETATION: It has been noted that most of the respondents on a large scale agree that the management provides sufficient facilities for accomplishment of the work allotted to them so that they are able to complete their targets and work on a timely basis. However the respondents who share a neutral response on the same may be unaware of the facilities that are there in the company.

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COMPENSATION

AND

REWARDS

ARE

OFFERED

ON

SUCCESSFUL

ACHIVEMENTS OF THE TARGET SET

RESPONSE Strongly Disagree Disagree Neutral Agree Strongly Agree

NO. OF RESPONDENT 0 5 5 12 8

SHARE (%) 0% 17 % 17 % 39 % 27 %

COMPENSATION AND REWARDS ARE OFFERED ON SUCCESSFUL ACHIVEMENTS OF THE TARGET SET
SA 27% SD 0% D 17% SD D N N 17% A SA A 39% Fig.8. graphical representation of responses to question: compensation

and rewards are provided on completion of work.

INTERPRETATION: Majority of respondent were satisfied with the compensation and rewards are offered on successful achievement of the target set and minority 17% were not satisfied. The company management should take care of employees opinion so that employees were satisfied and work betterment for the organisation.

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WHAT DOES 90 DEGREE PERFORMANCE APPRAISAL ACTUALLY MEASURE ?

RESPONSE Leadership Quality Training Needs Performance All

NO. OF RESPONDENT 3 2 11 14

SHARE (%) 10 % 7% 37 % 46 %

WHAT DOES 90 DEGREE PERFORMANCE APPRAISAL ACTUALLY MEASURE ?

Performance 37% All 46%

Leadership Quality Training Needs Performance

Training Needs 7%

Leadership Quality 10%

All

Fig.9. graphical representation of responses to question: 90 degree

performance actual measure

INTERPRETATION Out of the total sample, 46% people said 90 degree performance appraisal measures all i.e performance, training needs and leadership quality while performance. only. 37% think it measures only

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WHAT CAN 90 DEGREE FEEDBACK CAN BE USED FOR ?

RESPONSE Self Development Organization Development Motivation All

NO. OF RESPONDENT 3 10 13 4

SHARE (%) 10 % 33 % 44 % 13 %

WHAT CAN 90 DEGREE FEEDBACK CAN BE USED FOR ?

Self Development Organization Development Motivation
Organization Development 33% Self Development 10%

Motivation 44% All 13%

All

Fig.10. graphical representation of responses to question: 90 degree

feedback is used for.

INTERPRETATION According to 44% 90 degree feedback can be used for motivation, for 33% its use for organizational development and for rest its used for all the above option.

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DOES THIS METHOD OF PERFORMANCE APPRAISAL HELP TO ELIMINATE BIAS, HALO ERROR ?

RESPONSE Yes No Upto some extend

NO. OF RESPONDENT 12 1 10

SHARE (%) 0% 0% 13 %

DOES THIS METHOD OF PERFORMANCE APPRAISAL HELP TO ELIMINATE BIAS, HALO EROR ?
Yes 15 No 10 12 5 0
Fig.11. graphical representation of responses to question: eliminate
bias,halo error.

10 1

Upto some extend

INTERPRETATION: 12 respondents completely agree and other 10 agree to some extent yes, performance appraisal has not helped in eliminating the halo error and has also helped in understanding the people working in the organization.

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DO YOU SATISFIDE WITH PRESENT APPRAISAL SYSTEM ?

RESPONSE Yes No

NO. OF RESPONDENT 25 5

SHARE (%) 83 % 17 %

100 80 60 40 20 0

DO YOU SETISFIDE WITH PRESENT APPRAISAL SYSTEM ?

Es at W t es N orth

No 17%

1s Qtr 2ndQtr 3rdQtr 4thQtr t

Yes Yes 83% No

Fig.12. graphical representation of responses to question : satisfied with

present appraisal system

INTERPRETATION : Approx 83% were agreed and 17% didnt agreed as they may think that the appraisals system are out of date and current procedures must be applied and the other reason would be the personal conflicts between the employee and the sub ordinate.

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WHAT TYPE OF INFORMATION ARE PRODUCED THROUGH THIS METHOD ?

RESPONSE Hidden Strength Weakness Both

NO. OF RESPONDENT 2 4 24

SHARE (%) 7% 13 % 80 %

Fig.13 graphical representation of responses to question: information

produced through this method.

Hidden Strength 7%

WHAT TYPE OF INFORMATION ARE PRODUCED THROUGH THIS METHOD ?

Weakness 13%

Hidden Strength

Weakness

Both

Both 80%
INTERPRETATION

Balanced response is obtained. 80% of the respondents said that they get both type of information i.e. hidden strength and weakness. Thus from this it is clear that performance appraisal system adopted is effective.

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DO YOU

HAVE

FREEDOM

TO

INTRODUCE

ANY

CHANGE

IN

THE

DEPARTMENT.

RESPONSE Yes No Upto some extend

NO. OF RESPONDENT 3 27 0

SHARE (%) 10 % 90 % 0%

DO YOU HAVE FREEDOM TO INTRODUCE ANY CHANGE IN THE DEPARTMENT.

30 25 20 15 10 5 0 3 Yes No 0 Upto some extend 27

Fig.14. graphical representation of responses to question: freedom to

introduce any change in department.

INTERPRETATION 90% of the respondents think that they have a very less share to introduce any change in the department because they were not allowed to interfere and make modification within department.

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DOES YOU SUPERIOR FRANK ENOUGH TO TELL YOU WHAT HE THINK ABOUT YOUR PERFORMANCE.

RESPONSE (a) Yes (b) No (c) Some Time (d) He tell only positive points (e) He tell only negative points

NO. OF RESPONDENT 19 2 9 0

SHARE (%) 64 % 07 % 29 % 0%

0%

Fig.15. graphical representation of responses to question : superior frank

enough to tell you what he think about your performance.

D E Y US P R RF A K O S O U E IO R N E O G T T L Y UW A H N U H O EL O HT E T IN A O TY U P R O M N E H K B U OR E F R AC.

1 9

9 2 (a ) (b ) (c) (d ) 0 (e ) 0

Interpretation: the above graph shows that 64% of the respondents say that their superiors very frankly tell them about their performance, while very few say that they dont tell them about their performance. However it was also observed that 29% to them said that a frank opinion is given sometimes only, the reason for which can be lack of time or they can also do so because of the thinking that doing so can be taken as an advantage by the employees.

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DO YOU GET THE SUPPORT OF YOUR SUPERIOR ABOUT RESPONSIBILTY ON WHICH YOUWANT TO IMPROVE. RESPONSE Yes all possible No Some time NO. OF RESPONDENT 23 0 7 SHARE (%) 77 % 0% 23 %

Fig.16. graphical representation of responses to question: get support

from superior about responsibility on which you want to improve.

DO YOU GET THE SUPPORT OF YOUR SUPERIOR ABOUT RESPONSIBILTY ON WHICH YOUWANT TO IMPROVE
Some time 23% Yes all possible No

No 0%

Yes all possible 77%

Some time

INTERPRETATION: Maximum respondent feel that they get support from their superiors. From previous question we came to know that majority of the respondent feels that their superior gives them correct feedback for their performance. In this question 77% of the respondent says that the superiors help them to develop in the field in which they are lacking. Thus this is considered as positive response as majority of the respondents are satisfied by their superiors. While 23% says that they do not get attention always. Reason to this may be superiors are always burden with loads of work thus they get less time to provide attention towards the subordinate.

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DO YOU BELIEVE LEARNING ON JOB IS THE BEST WAY OF THE DEVELOPMENT. RESPONSE Strongly Disagree Disagree Neutral Agree Strongly Agree NO. OF RESPONDENT 0 0 0 9 21 SHARE (%) 0% 0% 0% 30 % 70 %

fig.17. graphical representation of responses to question: learning on job

is best way of development.

DO YOU BELIEVE LEARNING ON JOB IS THE BEST WAY OF THE DEVELOPMENT.

25 20 15 10 5 0 0 SD D 0 N 0 A SA 9 21

INTERPRETATION:

Positive response from the respondents can be seen. All

respondents agree that learning on the job is the best way for development. Superiors play an important role for providing on job training. Previous two question also justify that majority of the respondents are satisfied with their superiors. This also helps in justifying this question.

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Key learning Apart from working on performance appraisal project I was indulge in various other activities in Vardhaman Polytex limited. These are as follows a) Observing recruitment and selection process of workers. Recruitment: Recommendations from the existing workers is consider as the important methods for attracting workers. Selection: 1) Qualification: Qualification do not play any role in selection of workers. Preference is given to the worker having education background. 2) Physical fitness: Physical fitness play important role in their selection. As they are suppose to do physical work thus it plays an important role. 3)Interview record sheet : personal details consisting of family background, place to which they belong , health problem etc were asked. b) Feedback and giving suggestion to supervisors regarding workers who need counselling: I was asked to give feedback to the respondent facing problem related to absenteeism and suggesting HR manager regarding the worker who need counseling session . Maximum of the workers faces problem regarding health issues, for this I suggested them to maintain proper hygienic condition. Some of the problems were related to their family matters. These worker were mainly from female gender. Problems were related to children and husband. For this I suggested them to influence there husband regarding perks they can get if they are regular for their work. Also the benefits they can get like medical facility, transportation facility etc.

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SUGGESTION :-

SUGGESTIONS Performance management System with less communication gap gives best performance reviews. The best performance reviews let managers and employees communicate -- share ideas, opinions, and information. Unfortunately, most traditional reviews put managers into the position of uncomfortable judges, ostensibly telling employees how their work either fit the bill -- or didn't. Possibly because of this, most traditional reviews are no better than the manager's off-the-cuff judgements, and some may be illegal. Because of these problems, new types of reviews are coming into play. Most require that evaluations be done not for raises, promotions, or bonusses, but for growth, development, and communication. The most important aspect in every case is communication between the employee and other people, instead of one-way communication, for higher performance. In short, in order to provide environment with less communication gap one should use 360 feed back system

In the organization 90 degree performance appraisal system is done but I would like to suggest them to go for 270 review where there is appraisal is done by employee himself, his boss and the peers.

Reporting officers should give monthly feedback to the subordinate regarding their performance and their by giving suggestion to improve. Employees naturally like to know how they are performing relative to what is expected from them. Performance feedback lets employees know how well they have performed in comparison with the performance standards. Having day-to-day employee-manager interaction, through which the appraise is provided with constructive feedback.

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 In order to enhance employ performance, training needs analysis should be done and training should be provided as per their requirement.

There should be more transparency in communication, work environment, and encouraging environment to enhance performance.

Developing a positive culture: Changing culture requires leaders to understand the learning process dynamics and how the learning and unlearning of assumptions and beliefs can be manipulated to modify behaviour. Cultural aspects could be one of the areas of training. An organizations leadership has the responsibility to develop a positive culture to facilitate the acceptance of performance appraisal among managers and their employees.

Avoiding multi-purpose programme: One performance appraisal programme should not be designed to serve a myriad of purposes, administrative and developmental, as it can be vague and is difficult & results into failure. The solution is to separate assessment from development in appraising employees.

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CONCLUSION:The 90 degree appraisal system is being used by the company which is serving the pupose of evaluating performance of employees with right type of mindset. Employees are satisfied with the current performance procedures.the present method of performance appraisal is providing the company the effective and efficient employees which is getting reflected in the performance of company and its market images as also its reputation which has improved singnificantly. Through performance appraisal skills are properly nourished so that they can perform well with good motivating factor and if any weakness is observed proper training is provided.but in my case i think vast procedure can also be added so that we can have enhance the personality of the employees. The company has an effective and time tested system of performance appraisal which is working satisfactory.

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REFERENCES Bernard patrick maroney, m. b., & public personnel management, v. 2. (1992). Cleveland, j. N., r., K., & williams, r. e. (1989). mutilple uses of performance appraisal: prevalence and corelates. Finn and fontaine, i. m. (1984). PA in the literature. Hyde, a. c., & smith, m. a. (n.d.). performance appraisal and tarining: objectives, a model for change, and a note of rebuttal . Ilgen, d. r., & feldman, j. m. (1983). performance appraisal: a process focus. research in organisational behaviour,vol5 . Murphy, k. r. (n.d.). performance appraisal: an organisational perspective.human resource management series. Robert d. bretz jr., g. t. (1990). the current state of performance appraisal research and practice: concerns, directions, and implications. Russell, j. s., & goode, d. l. (n.d.). Schneier, c. e., beatty, r. w., & baird, l. s. (vol 40(4),apr 1986,38-42.). how to construct a successful performance appraisal system. training and development journal .

P. e. (n.d.). the social context of performance appraisal: a review and framework for the future. Angelo s. denisi, t. p. (5 february 1983). a cognitive view of the performance appraisal process: a model and research proposition. university of south carolina,columbia,usa . Kay, e., & meyer, h. h. (oct 1965). effect of threat in a performance appraisal interview. journal of applied psychology,vol 49(5) .

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QUESSTIONNAIRE :SURVEY ON PERFORMANCE APPRAISAL Name: Designation: Date of joining: Age: The following meaning of terms is as follows:(1) SD strongly disagree (2) D - disagree (3) N - neutral (4) A- agree (5) SA strongly agree

1) Is performance appraisal given adequate importance in you department?

a)SD b)D c)N d)A e)SA

2) Is performance appraisal being used as a tool for development of subordinates? a)SD b)D c)N d)A e)SA

3) To what extend your superior provide bases for improving work relationship and team Effectiveness. a)They provide full possible support b) upto some extend c) no support is provided. 4) The a)SD management b) D lays out clear standards and achievable goals

c) N d)A e) SA

5) Is training program needed by you are provided on time.

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a)SD

b) D

c) N d)A e) SA

6) Whatever changes amended in company structure or policies are informed to you.

a)SD

b) D

c) N d)A e) SA

7) Does management provides sufficient facilities for accomplishment of work. a)SD b) D c) N d)A e) SA

8) Compensation and rewards are offered on successful achievements of the target set. a)SD b) D c) N d)A e) SA

9) What does 90 degree performance appraisal actually measure? a) Leadership quality b) training needs c) performance

10) what can 90 degree feedback can be used for? a) Self development b)organization development c)motivation

11) Does this method of performance appraisal help to eliminate bias,halo eeror? a)yes b) no c) upto some extend

10) do you satisfied with present appraisal system? a) yes b) no

11) what type of information are produced through this method? a) hidden strength b) weakness c)both

12) do you have freedom to introduce any change in the department. a) yes b) no
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c) upto some extend

13) does your superior frank enough to tell you what he think about your Performance. a)yes b) no c) some times e) he tell only negative point

d) he tell only positive points

14) do you get the support of your superior about responsibility on which you want to improve? a)yes all possible b) no c) some times

15) Do you believe that self development is the best way of the development. a)SD b) D c) N d)A e) SA

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