A STUDY ON THE PERFORMANCE MANAGEMENT SYSTEMS AT SPENCERS RETAIL, RPG ENTERPRISE BY JOSNA.N.

REG NO 21006631034 OF PANIMALAR ENGINEERING COLLEGE A PROJECT REPORT Submitted to the FACULTY OF MANAGEMENT STUDIES In partial fulfillment of the requirements For the award of the degree Of MASTER OF BUSINESS ADMINISTRATION ANNA UNIVERSITY CHENNAI 600 02! APRIL 200"

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that, this project report titled A STUDY ON PERFORMANCE MANAGEMENT SYSTEMS # is a bonafide work of M$.JOSNA.N. R%& N' 21006631034 who carried out the research in my super ision!"ertified further, that to

the best of my knowledge the work reported here in does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on earlier occasion on this or any other candidate!

I()%*(+, G-./%

H%+/ '0 )1% D%2+*)3%()

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AC5NO6LEDGEMENT
I would like to e#press my sincere gratitude to O-* C1+.*3+( D* J%22.++* MA., P1.D!,for pro iding e#cellent en ironment and infrastructure and for his aluable support throughout the course of study! I e#press my deep sense of gratitude and thanks to O-* S%7*%)+*8 +(/ C'**%$2'(/%() D*.P.C1.((+/-*+. M.A., P1.D., and I e#press my sincere thanks to O-* D.*%7)'*$ M*$. C. V.9+8+ R+9%$:+*. +(/ M*. S+;)1.;-3+*, M.E., for pro iding all the required facilities for the successful completion of this project work! I take this opportunity to e#press my gratitude to the H%+/ '0 )1% D%2+*)3%() of $anagement studies, D*.V.M+1+,+;$13., M.L.,M.B.A.,P1.D., for pro iding me an opportunity to do this project work! I would like to thank my faculty guide M*.S.P*+<%%( 5-3+*,M.A., M.B.A, M.P1.,., for his aluable guidance, ideas and encouragement for the successful completion of the project! I also e#press my deep gratitude and thanks to M$.V./8+, A$$.$)+() H-3+( R%$'-*7%$ M+(+&%* who ga e her S2%(7%*$ R%)+.,. aluable guidance throughout the project in

JOSNA.N.

TABLE OF CONTENTS

SL.NO CHAPTERS A=$)*+7) L.$) '0 T+=,%$ L.$) '0 C1+*)$ CHAPTER >1 INTRODUCTION 1.1 1.2 1.3 I()*'/-7).'( I(/-$)*8 2*'0.,% C'32+(8 2*'0.,% CHAPTER ? 2 DEVELOPMENT OF MAIN THEME 2.1 2.2 2.3 2.4 2.! N%%/ '0 )1% $)-/8 O=9%7).<%$ '0 )1% $)-/8 S7'2% '0 )1% $)-/8 L.3.)+).'($ '0 )1% $)-/8 R%<.%: '0 L.)%*+)-*% CHAPTER>3 ANALYSIS AND INTERPRETATION 3.1 3.2 3.3 3.4 3.! R%$%+*71 M%)1'/','&8 A(+,8$.$ +(/ .()%*2*%)+).'( F.(/.(&$ S-&&%$).'($ C'(7,-$.'( A22%(/.4 B.=,.'&*+218

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i iii

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ABSTRACT

%erformance $anagement Systems refers to the policies, procedures and practices that focus on employee performance as a means of fulfilling the organi&ation goals and objecti es!It systematically measures and assess all performance goals against jointly agreed goals! The project was done in Spencer's retail titled, #( study on performance management systems) for a period of three months! The objecti e of the study was to determine the gap between the actual and desired performance,identify the skills and talents of employees and analy&e the satisfaction le el regarding work en ironment, rewards,performance management systems and communication process, e aluate the current performance appraisal process and analyse the satisfaction le el and familiarity towards the performance management systems! This study is needed in order to find out the o erall satisfaction of the employees towards the performance management system followed at Spencer's *etail! In this study descripti e research is used!The pilot study was conducted for +, samples and some changes were made in the questionnaire after the pilot study!The sample si&e was fi#ed at +,, which was fi#ed according to -rejcie . $organ and "ohen where for a population of /+,, employees, the sample is 012 so it was rounded off and taken as +,, for this study!

Simple random sampling was followed, in which all the elements in the population are considered and each element has an equal chance of being chosen as the subject!In this study statistical tools like percentage analysis, chi3square, one way ano a, two way ano a, weighted a erage and inter al estimation is used! The questionnaire consists of all types of questions like open ended, close ended, dichotomous, ranking, multiple choices and likert scale is used!In the study both primary and secondary data are used!%rimary data was collected through questionnaire and secondary data was collected through maga&ines,websites and books! From this study we find that most of the respondents are satisfied with the work

en ironment and with the communication process!The respondents are aware of the factors on which they are appraised and they are satisfied with the current selection process followed by the organi&ation!The employees are dissatisfied with the performance management systems and with rewards and salary! Therefore, it is suggested that the employees could be gi en more information regarding the performance management systems since some of them were not familiar with them!The organi&ation could increase the rewards and change the timings for the training as per the employees needs!They could also gi e frequent promotions as and when needed which would offer quick career growth to the employees!

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LIST OF TABLES
S.NO +!0!/ +!0!0 +!0!+ +!0!4 +!0!5 +!0!6 +!0!2 +!0!7 +!0!1 +!0!/, +!0!// +!0!/0 +!0!/+ PARTICULARS Table showing the age group of the employees Table showing the gender of the employees Table showing the income le el of the employees Table showing whether organi&ation fi#es performance standards for the employees Table showing whether rewards are gi en for achie ing the targets Table showing satisfaction le el regarding the training gi en Table showing whether organi&ation has career growth Table showing weightage gi en for marks scored Table showing whether education is related to current job of the employees Table showing whether selection process could be impro ed Table showing e#tent to which organi&ation gi es freedom to use own skills and talents of the employees Table showing whether skills and talents matches the current job profile Table showing ratings of current performance appraisal system PAGE NO 04 05 06 02 01 +, +/ +0 ++ +4 +6 +2 +7

iii

S.NO +!0!/4 +!0!/5 +!0!/6 +!0!/2 +!0!/7 +!0!/1 +!0!0,

PARTICULARS Table showing ways in which feedback is gi en on appraisal Table showing awareness of the respondents on the factors on which they are appraised Table showing factors on which performance is e aluated Table showing satisfaction le el regarding the rewards gi en Table showing whether work en ironment in the organi&ation is friendly Table showing rating on the o erall communication process Table showing the calculation of weighted a erage

PAGE NO 4/ 4+ 45 46 41 5, 5/

LIST OF CHARTS
S.NO +!0!/ +!0!0 +!0!+ +!0!4 +!0!5 +!0!6 +!0!2 +!0!7 +!0!1 +!0!/, +!0!// +!0!/0 +!0!/+ PARTICULARS "hart showing the age group of the employees "hart showing the gender of the employees "hart showing the income le el of the employees "hart showing whether organi&ation fi#es performance standards for the employees "hart showing whether rewards are gi en for achie ing the targets "hart showing satisfaction le el regarding the training gi en "hart showing whether organi&ation has career growth "hart showing weightage gi en for marks scored "hart showing whether education is related to current job of the employees "hart showing whether selection process could be impro ed "hart showing e#tent to which organi&ation gi es freedom to use own skills and talents of the employees "hart showing whether skills and talents matches the current job profile "hart showing ratings of current performance appraisal system PAGE NO 04 05 06 02 01 +, +/ +0 ++ +4 +6 +2 +7

S.NO +!0!/4 +!0!/5 +!0!/6 +!0!/2 +!0!/7 +!0!/1 +!0!0,

PARTICULARS "hart showing ways in which feedback is gi en on appraisal "hart showing awareness of the respondents on the factors on which they are appraised "hart showing factors on which performance is e aluated "hart showing satisfaction le el regarding the rewards gi en "hart showing whether work en ironment in the organi&ation is friendly "hart showing rating on the o erall communication process "hart showing ranking gi en to the features that would reduce the gap between e#pectation and reality!

PAGE NO 4/ 4+ 45 46 41 5, 50

CHAPTER 1

INTRODUCTION

CHAPTER 1

1.1 INTRODUCTION
PERFORMANCE MANAGEMENT SYSTEMS The concept of performance management systems emerged in the /17,'s!It was seen as a means of o ercoming the weaknesses of traditional performance appraisal schemes! %erformance management system is often claimed to be an area of human resource management which can make the greatest impact on the organi&ation performance as a whole!The use of performance management systems to implement strategy has also been iewed as an important part of strategy process! MEANING It is the process of planning performance, appraising performance,gi ing it's feedback and counselling an employee to impro e their performance! It is a means of getting better results by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements! It is closely linked to other systems of human resource management like career planning, succession planning,training and de elopment! DEFINITION %erformance management systems can also be defined as a systematic process for impro ing organisational performance by de eloping the performance of indi iduals and teams! / This project was conducted at Spencer's *etail under the topic ( study on the performance management systems)!The objecti e of this study was to determine the gap between the desired and actual le el of performance,to e aluate the current appraisal

system,to analy&e the satisfaction le el and familiarity towards the performance management systems, to analy&e the employees perception towards the communicaton process, work en ironment, rewards and training and to analy&e the skills and talents of each employee! This study was needed in order to find out the o erall satisfaction of the employees towards the performance management system followed at Spencer's *etail! In this study descripti e research is used!The pilot study was conducted for +, samples and some changes were made in the questionnaire after the pilot study!The sample si&e was fi#ed at +,, which is fi#ed according to -rejcie . $organ and "ohen where for a population of /+,, employees, the sample is 012 so it was rounded off and taken as +,, for this study! In this study, simple random sampling was followed, in which all the elements in the population are considered and each element has an equal chance of being chosen as the subject!The statistical tools like percentage analysis, chi3square, one way ano a, two way ano a, weighted a erage and inter al estimation are used! The questionnaire consists of all types of questions like open ended, close ended, dichotomous, ranking, multiple choices and likert scale is used!In the study both primary and secondary data are used!%rimary data was collected through questionnaire and secondary data was collected through maga&ines,websites and books!

1.2 INDUSTRY PROFILE

*%8 9nterprises is not only one of the biggest but one of the most respected names in the industry, *%8 9nterprises, established in /121, is one of India's fastest growing business groups with a turno er touching :S; <+ billion! VISION =e shall be a leading Indian 8roup with a focus on market capitali&ation through> 3 3 ?eadership in profitability and re enue growth in our chosen businesses! @eing a customer3 centric organi&ation

@eing most e#citing work place! VALUES *%8's business ethics promote higher le els of e#cellence! The group's alues of "ustomer So ereignty, %eople Orientation, Inno ation . 9ntrepreneurship, Transparency . Integrity, %assion for Superior %erformance, (nticipation, Speed and Fle#ibility propel it to perform and e#cel in all spheres of the business! *%8 9AT9*%*IS9S ha e more than 0, companies in 6 business sectors! SIB BUSINESS SECTORS OF RPG ENTERPRISE 1C R%)+., 3 Spencer's retail 3 $usic =orld 3 @ooks and @eyond 3 *%8 "ellucom 2C T%71(','&8 > Bensar Technology 3 *%8 "ables 3 *%8 ?ife sciences 3 *ay chem! *%8! + 3C T8*%$ > "eat

3 "eat kelani 3 Carrisons $alayalam 4C P':%* > "9S" ?imited 3 Aoida %ower "ompany !C T*+($3.$$.'( >-9" International 3 *%8 Transmission 3 Aitel 6C E()%*)+.(3%() > Saregama 9 en with such a di erse portfolio, the fact that *%8 9nterprises has had nothing but only success in all the abo e sectors! O er the years *%8 9AT9*%*IS9S has a built a huge reser oir of trust and goodwill among the people of India

1.3 COMPANY PROFILE

Spencer's *etail is the largest supermarket chain in India! Spencer's *etail is one of India's fastest growing retail stores with multiple formats and retailing food, apparel, fashion, electronics, lifestyle products, music and books!It was established in /116, Spencer's has become a popular destination for shoppers in India with supermarkets, hypermarkets and dailies spread all o er India! The Spencer's retail consists of 5 types of stores!They are> 1C S2%(7%* E42*%$$ These stores comprise of /,,, sq! feet in si&e!These stores pro ide with stock dairy,fruits, egetables, fresh juices etc!They also pro ide with home deli ery! 2C S2%(7%* D+.,8 These stores are friendly neighbourhood store which cater the entire daily shopping needs!These stores are around 4,,, to 2,,, square feet in si&e!The prices will be low in these stores! 3C S2%(7%* F*%$1 These stores comprise of 0,,, square feet with well stocked goods!These stores offers fresh fruits and egetables and farm produces alone!They offer them at low prices! 4C S2%(7%* S-2%* This is a place to go to monthly shopping! These stores are around 7,,, to /5,,, square feet in si&e!It has all products like baby care, bakery, groceries fruits and egetables!

!C S2%(7%* H82%* They are huge stores with more than 05,,, square feet!It ensures comfortable,clean,bright ambience to shop with con enience of finding e erything under one roof! PRODUCT PROFILE /D Fresh fruits and Eegetables 0D 8roceries, 8rains and "ereals +D %ersonal and @aby "are products 4D Office and Come stationery 5D Fashion (ccessories 6D $usic, toys and other entertainment 2D @aked chilled and fro&en foods! Spencer's currently ha e around 4,, stores across the country with retailing trading area of more than 0 million square feet!It has a capti e audience of around +!5 million who come to the stores e ery month! The Spencer's also offer quality food products e#clusi ely under the Spencer's brand name!The se ices offered by Spencer's are 8ift Eouchers and 9asy ?oans to it's customers!

CHAPTER 2

DEVELOPMENT OF MAIN THEME

CHAPTER 2 DEVELOPMENT OF MAIN THEME 2.1 NEED FOR THE STUDY

The study on the performance management systems was conducted in order to determine the gap between the desired and actual performance!This was also needed to analy&e the skills and talents of each employee This also helps to e aluate the current appraisal system followed in the organi&ation!=e can also find out the familiarity and satisfaction le el of the employees regarding performance management! It was also conducted in order to find out the employees iews regarding the rewards, training , work en ironment and o erall communication process!

2.2 OBJECTIVES OF THE STUDY

/D To find out whether performance management system helps in determining the gap between the desired le el of performance and the actual performance! 0D To find out the familiarity and the satisfaction le el of performance management system! +D To analy&e the suitability of skills and talents of each employee for their respecti e job! 4D To e aluate the current performance appraisal! 5D To analy&e the employees perception towards rewards , work en ironment and communication process!

2.3 SCOPE OF THE STUDY

%erformance management system is considered to be an important aspect in e ery company!=e can come to know about the performance le el of the employees in the organi&ation! This sur ey helps us to bridge the gap between the desired le el and actual le el of performance!$oreo er this will be helpful for the organi&ation to achie e it's goals!This also helps to know how far the skills and talents of the employees matches with their current job profile! This also tells about the le el of satisfaction which the employees ha e regarding the training and rewards gi en by the organi&ation, working atmosphere,career growth and the communication process followed by the organi&ation! Thus the topic was chosen in order to know how far the employees are comfortable and satisfied with the performance management system followed by Spencer's retail!!

2.4 LIMITATION OF THE STUDY

3 The researcher found it difficult to collect the samples since the respondents hesitated to gi e their opinion because of the fear that the organi&ation may take any action against them! 3 ! 3 The samples which are collected form the employees may be subjected to personal bias! 3 The project was only for + months!So there was time constraint! This sur ey was conducted only to some of the employees working in the organi&ation!

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2.! REVIE6 OF LITERATURE

%erformance management systems is an acti ity to track the performances against the targets and identify the opportunities for impro ement!It focuses on the future! %erformance management system is a process of aligning or integrating the organi&ation and indi idual objecti es to achie e organi&ational effecti eness F(rmstrong . @aronD!It also pro ides information to the employees about their performance and focuses on impro ement! The objecti es of performance management systems are , F/D it pro ides regular communications about the business plans and progress in achie ing the objecti es,F0D it systematically measures and assesses all performance against jointly agreed goals, F+D performance management system is a continuous process in which the performances impro es o er time,F4D it encourages two way communication between the super isors and the subordinates and F5D it is considered to be an integrated process that is integrating corporate,functional team and indi idual objecti es!F ?owry, =illiams and (rmstrong . @aronD %erformance management system is the heart of any G people management G process in organi&ation! If people do not perform organi&ations donHt sur i e! If people perform at their peak le el organi&ation can compete and create wa es F $ick $archington . (drian =ilkinsonD!

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%erformance management is one of the important requirements for successful business and human resource policy! It typically incorporates a formal appraisal or re iew on an annual or more frequent basis! %erformance e aluations ha e been conducted since the times of (ristotle!%erformance measurement allows the organi&ation to tell the employees about their rates of growh, competition and their potentials!F $ick $archington . (drian =ilkinsonD! There is a massi e growth in performance management systems!It attempts to achie e clearer correlation between organi&ation goals and objecti es!It also identifies the training needs and promote moti ation through feedback! 8i ing rewards and promoting effecti e performance in the organi&ation and identifying ineffecti e performers for de elopmental programs are essential for effecti e human resource management! %erformance management or the way in which employers ensure that their employees are supporting the companyHs goals is a ital component of any employee management strategy! *esearch has shown that a well3designed performance management system can ha e a signiIcant impact on the effecti eness and satisfaction of employees as well as the Inancial success of a company! One study found that companies with performance management systems had +4J higher sales per employee, 1,J higher sales growth and 0,,J higher o erall proIts than companies without such a system!F $ichael (rmstrongD

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The key to success with any performance management system is to clearly identify the business goals and to correctly identify the employee beha iors that will help to achie e those goals! %erformance management systems enable organi&ations to plan, measure and control their performance, so that decisions, resources and acti ities can be better aligned with business strategies to achie e desired results! (n increasing number of organi&ations are implementing new and alternati e performance management systems , like the balanced scorecard and critical success factors and key performance indicators, in order to obtain better organi&ational results! ( good performance management system should focus on both beha iour and results! Cowe er, one common weakness is that more emphasis is placed on end results in the performance management process and ignore the beha iour that lead to end results! F(!(!;e =aalD! In our country, we are still struggling with the implementation of %erformance $anagement Systems! $any people link the term %erformance $anagement System with appraisal system! This is as same as people link communication with telephone only! Similarly, the appraisal system is one such tool in the %erformance $anagement System! %erformance $anagement system is the process of creating and managing a work en ironment or setting, in which people are enabled to perform to the best of their abilities!F(rmstrong . @aronD (n effecti e implementation of the performance management systems in the organi&ation would direct the employees and the organi&ation to achie e their goals! /+

It follows that performance management is about interrelationships and about impro ing the quality of relationships 3 between managers and indi iduals, between managers and teams, between members of teams and so on, and is therefore a joint process! It should apply to all employees, not just managers! It is a continuous process, not a one3off e ent! ?ike the other elements of human resource, appraisal and re iew systems ha e become more widespread o er the last decade!25J of the organi&ations used appraisal in respect of their full time employees!F $ick $archington .(drian =ilkinsonD! $ost organi&ations ha e some type of formal or informal performance re iews, but a performance management system attempts to pro ide the o erall structure for planning and analysis of acti ities for each indi idual, in the conte#t of the organi&ation as a whole! Through continual assessment, the system ensures that successes are recogni&ed and problems are addressed early! @etter planning at the beginning of the year, including setting realistic goals for each employee, ensures measuring positi e successes for the organi&ation also! (t the beginning of the year, the manager and employee discuss the employeeHs goals or objecti es for the year! This will form the basis for ongoing discussion recorded in a document called the performance plan! The manager assists the employee in de eloping the objecti es by helping to understand how the work relates to the department goals and the o erall goals of the organi&ation! The employee and manager should work together to determine the measurements for e aluating each of the objecti es! It is important that both the manager and employee agree what the objecti es are, and how they are to be measured!F $ichael (rmstrongD!

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9mployees should not be set up with unrealistic e#pectations, which will only lead to a sense of failure! If additional support or education is required during the year to help the employee meet the objecti es , those can also be identified and planned for at this time! The performance plan will contain the section on goals or objecti es! It also should include a section that identifies the organi&ationHs e#pectations of employee competencies! The set of e#pectations will in ol e a range of competencies applicable to employees based on their le el in the organi&ation! These competencies include e#pectations of how employees deal with problems, how proacti e they are in respect to changing work, and how they interact with internal and e#ternal customers! In addition to basic beha ioural traits, super isors and managers are e#pected to e#hibit leadership and pro ide ision and strategic direction! It is important to ensure that employees understand these competencies in respect to themsel es F =aal (!(!;eD (t the end of the year, a final re iew of the acti ities and plans for de eloping the ne#t yearHs objecti es begin! (gain, this is a chance to pro ide constructi e and positi e feedback and to address any ongoing concerns about the employeeHs acti ities and competencies! "ontinuing education opportunities can be identified, and for those systems linked to compensation, salary raises will be linked to the employeeHs performance during the year! (gain, there should be no surprises to either employee or super isor, as continual assessment and coaching should take place throughout the year F?ynda 8raltonD The performance management system is one tool to ensure staff are working effecti ely towards a common goal! It should impro e communication, increase morale, and increase employeesH understanding of how their work plays an important role in the organi&ation! /5

It empowers employees through ensuring that they are responsible for identifying their most important objecti es annually, within the conte#t of the organi&ations o erall objecti es! It also pro ides the opportunity to identify and enable employee de elopment, identifying gaps in training and offering opportunities to de elop new skills! %erformance management includes, planning work and setting e#pectations, continually monitoring performance, de eloping the capacity to perform, periodically rating performance and rewarding good performance!F %hilip StilesD

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CHAPTER 3

ANALYSIS AND INTERPRETATION

CHAPTER 3 ANALYSIS AND INTERPRETATION 3.1 RESEARCH METHODOLOGY

MEANING The term research refers to a systemati&ed effort to gain new knowledge!It is the art of scientific in estigation!It is the process of finding solutions for problem after a thorough analysis of the situational factors! DEFINITION *esearch can be defined as an organi&ed, systematic, data based ,objecti e, scientific inquiry or in estigation into a specific problem undertaken with the purpose of finding solutions to it! *esearch is also defined as a systematic method consisting of defining the problem, formulate the hypothesis, collecting of facts or data, analy&e the facts and arri e at the solution! AIM OF THE RESEARCH The research aims in finding out whether performance management system helps to determine the gap between the desired and actual le el of performance!It also analysis the satisfaction le el of the employees regarding the rewards , work en ironment communication process and also e aluates the current appraisal system!

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RESEARCH DESIGN The research design is the blue print for fulfilling objecti es and answering questions of specific research problem! ( research design is purely and simply the framework a plan for a study that guides the collection and analysis of the data!It pro ides the sources of information rele ant to research problem!The research designs used here are> DESCRIPTIVE RESEARCH This research is being used here!The main purpose of descripti e research is description of state of affairs as it e#ists at present!The future results can be forecasted here!The term e# post facto is often used for descripti e research! It is designed to describe the demographic characteristics of indi idual or particular group has been used in the research! DATA COLLECTION METHOD 1C P*.3+*8 /+)+ %rimary data are those which are collected fresh and for the first time!The instrument used to collect information is through questionnaire from the employees!In this study questionnaire has been prepared with a iew to study the performance management systems! 2C S%7'(/+*8 /+)+ Secondary data is required to analyses the primary data! These are the data which are already being a ailable!This is obtained from maga&ines, company websites,books and journals! /7

DUESTIONNAIRE DEVELOPMENT The following type of questions are included in the questionnaire! 1C D.71')'3'-$ This type of question ha e only 0 alternati es namely yes) or no)!The respondents should choose any one option! 2C M-,).2,% 71'.7% This question ha e a set of gi en alternati es 3C R+(;.(& This ha e ranking scale from / to 5 where the respondents ha e to compulsorily mark as per their preferences! 4C L.;%*) $7+,% This is one which has options either from highly satisfied to highly dissatisfied)or strongly agree to strongly disagree)! !C C,'$% %(/%/ E-%$).'($ This question consists of options and respondents should select from them! 6C O2%( %(/%/ E-%$).'($ In this the respondents are gi en freedom to fill anything according to their con enience! SAMPLING USED Simple random sampling is used in the study! In this all the elements in the population are considered and each element has an equal chance of being chosen as the subject!This is suitable when the generali&ability of the findings to the whole population is the main /1

objecti e of the study!In this study among /+,, employees, +,, employees are chosen randomly for the sur ey! DETERMINATION OF SAMPLE SIFE The sample si&e for the project is +,,!This is fi#ed according to -rejcie . $organ and "ohen, where for a population of /+,, employees, the sample si&e is determined as 012 which is rounded off to +,, for the sur ey! PILOT STUDY %ilot study was conducted to find out the feasibility of the questionnaire! @ased on the necessity of information the questionnaire was prepared and questionnaire was gi en to +, employees! @ased on the response the questionnaire was modified and finali&ed for the sur ey! STATISTICAL TOOLS USED The tools used in the project are> 1C PERCENTAGE METHOD They are used in making comparison between 0 or more series of data! %ercentage can also be used to compare the relati e terms the distribution of two or more series of data! This method is used in comparati e studies F'*3-,+ N-3=%* '0 *%$2'(/%()$G )')+, *%$2'(/%()$H100 2C INTERVAL ESTIMATION Inter al estimation means obtaining an inter al in which the parameter to be estimated is e#pected to lie! F'*3-,+ P I 1.A6 J2EG( 0,

3C CHI> SDUARE This is an important test amongst the se eral tests of significance!It is used in the conte#t of sampling analysis for comparing a ariance to a theoretical ariance! U$%$ '0 71.>$E-+*% aD To test independence of attributes! bD To test homogeneity, cD To test goodness of fit! F'*3-,+> KOL > ELCMG EL The calculated alued of K 0 is compared with the table alue of K 0 for a gi en degree of freedom at a specified alue of significance! If the calculated alue is more then tabulated alue, the difference between theory and obser ation is considered to be significance! If the calculated alue of K 0 is less than the table alue the difference between theory and obser ation is considered as insignificance! 4C 6EIGHTED AVERAGE =eighed ( erage is assigning weights L standards for the comparison of relati e items the weightLstandards are calculated as follows F'*3-,+ KB1 61 N B2 62 N B3 63 NOOOOO.CG N =here, M/, M0 represent the ariables A represents the sample si&e!

0/

!C ONE 6AY ANOVA Cere we consider only one factor and then obser e the reason for said factor to be important! S)%2$ /D "orrection factor N FTDO L n 0D TOT(? SS N P MOQj 3 FTDO L n +D SS @9T=99A N PFTjDO L nj 3 FTDO L n 4D SS =TCIA N P MOQj 3 PFTjDO L nj (AOE( T(@?9 Sources of SS ;egrees ariation freedom @etween SS PFTjDO L nj 3 Fc3/D FTDO L n of $ean square SS L Fc3/D F3ratio $S @etweenL $S =ithin 5J F limit Ffrom tableD F Fc3/D,Fn3cD

=ithin SS

P MOQj 3 Fn3cD PFTjDO L nj

SSL Fn3cD

TOT(? "alculated alue R table alue at 5J le el ,Co is rejected! "alculated alue S table alue at 5J le el,Co is accepted! 6C T6O 6AY ANOVA Cere we consider 0 factors! S)%2$ "orrection factor N FTDO L n TOT(? SS N P MOQj 3 FTDO L n SS @9T=99A "O?:$AS N PFTjDO L nj 3 FTDO L n SS @9T=99A *O=S N PFTiDO L ni 3 FTDO L n SS FO* 9**O* E(*I(A"9 N Total SS T F SS @etween columns U SS @etween rowsD 00

ANOVA TABLE S'-*7%$ '0 S-3 '0 D%&*%%$ '0 M%+( <+*.+).'( $E-+*%$ 0*%%/'3 $E-+*% @etween PFTjDO L nj 3 Fc3/D SS L Fc3/D "olumns FTDO L n @etween *ows 9rror ariance PFTiDO L ni 3 Fr3/D FTDO L n Total SS T Fc3/D Fr3/D F @etween columns SS @etween rowsD TOTAL "alculated alue R table alue at 5J le el ,Co is rejected! "alculated alue S table alue at 5J le el,Co is accepted U SS SSL Fc3/DFr3 /D SS L Fr3/D F>*+).' !P F ,.3.) K0*'3 )+=,%C $S between FF0,0D N/1 columnsL 5266 L /,64 FF/,0D N5!40 N/7!5/

0+

3.2 ANALYSIS AND INTERPRETATION TABLE 3.2.1

TABLE SHO6ING THE AGE GROUP OF THE EMPLOYEES AGE GROUP NO OF RESPONDENTS PERCENTAGE /7 T +, Vears 045 7/!62 +/ T 45 Vears 4, /+!++ 46 T 55Vears /, +!++ (bo e 55 Vears 5 /!62 TOTAL 300 100 FINDINGS From the table it is found that 7/!62J of the respondents, fall under /7 3+, age group,/+!++J of them under +/345 years,+!++J of them under 46355 years and /!62J of them fall under abo e 55 years group! INFERENCE From the table it is inferred that most of the respondents are young!

CHART 3.2.1
CHART SHO6ING THE AGE GROUP OF THE EMPLOYEES

250 200 150 NO OF RESPONDENTS 100 50 0 18 30 Years 31 45 Years 46 55Years Above 55 Years

NO OF RESPONDENTS PERCENTAGE

AGE GROUP

04

TABLE 3.2.2
TABLE SHO6ING THE GENDER OF THE EMPLOYEES GENDER NO OF RESPONDENTS PERCENTAGE $(?9 5, /6!62 F9$(?9 05, 7+!++ TOTAL 300 100 FINDINGS From the table it is found that /6!62J of them fall under the category male and 7+!++J of them are female! INFERENCE From the table it is inferred that majority of the respondents are female!

CHART 3.2.2
CHART SHO6ING THE GENDER OF THE EMPLOYEES

NO OF RESPONDENTS PERCENTAGE

05

TABLE 3.2.3

TABLE SHO6ING THE INCOME LEVEL OF THE EMPLOYEES INCOME ?ess than *s/,,, *s!/,,/ T *s!+,,, *s+,,/ T *s 5,,, (bo e *s 5,,, TOTAL FINDINGS NO OF RESPONDENTS 1 0,, 46 45 300 PERCENTAGE + 66!62 /5!++ /5 100

From the table it is found that +J of the respondents come under less than *s /,,,,66!62J of them fall under *s/,,/ T +,,,,/5!++J fall under *s!+,,/3*s 5,,, and /5J of them fall under abo e *s 5,,, category! INFERENCE From the table it is found that most of the respondents get income between *s /,,/ to *s!+,,,!

CHART 3.2.3
CHART SHO6ING THE INCOME LEVEL OF THE EMPLOYEES
300 250 200 NO OF 150 RESPONDENTS 100 50 0 Less !a" Rs#1001 Rs3001 Above Rs Rs1000 Rs#3000 Rs 5000 5000 INCOME LEVEL

PERCENTAGE NO OF RESPONDENTS

06

TABLE 3.2.4
TABLE SHO6ING 6HETHER ORGANIFATION FIBES PERFORMANCE STANDARDS FOR THE EMPLOYEES

AGE GROUP V9S AO TOTAL FINDINGS

NO OF RESPONDENTS 0,4 16 300

PERCENTAGE 67 +0 100

From the table it is found that for 67J of the respondents the organi&ation fi#es the performance standards and for +0J of them the organi&ation does not fi# the performance standards! INFERENCE From the table it is inferred that for majority of the respondents, the organi&ation fi#es the performance standards!

CHART 3.2.4
CHART SHO6ING 6HETHER ORGANIFATION FIBES PERFORMANCE STANDARDS FOR THE EMPLOYEES

NO OF RESPONDENTS PERCENTAGE

02 INTERVAL ESTIMATION % N 67 L /,, N ,!67 q N / T ,!67 N ,!+0 FORMULA 2 I 1.A6 J 2EG (

Q,!67 T /!16 W,!67X,!+0 L +,, , ,!67 U /!16 W,!67X,!+0 L +,, N ,!67 T ,!,5+ , ,!67 U ,!,5+ N ,!602 , ,!2++ N 60!2J to 2+!++J! CONCLUSION From the abo e data, at 15 J confidence le el, 60!2J to 2+!++J respondents say that the organi&ation fi#es the performance standards!

07

TABLE 3.2.!
TABLE SHO6ING 6HETHER RE6ARDS ARE GIVEN FOR ACHIEVING THE TARGETS PARTICULARS NO OF RESPONDENTS PERCENTAGE (lways 0,+ 62!62 Sometimes 72 01

Ae er TOTAL FINDINGS

/, 300

+!++ 100

From the table it is found that 62!62J of the respondents ha e said that they are always rewarded,01J ha e said they are rewarded sometimes and +!++J of them had said that they are ne er rewarded for achie ing the targets! INFERENCE From the table it is inferred that most of the respondents are always rewarded for achie ing the targets!

CHART 3.2.!
CHART SHO6ING 6HETHER RE6ARDS ARE GIVEN FOR ACHIEVING THE TARGETS

PARTICULARS

Never

So'e ('es

PERCENTAGE NO OF RESPONDENTS

A$%a&s 0 50 100 150 200 250

NO OF RESPONDENTS

01

TABLE 3.2.6
TABLE SHO6ING SATISFACTION LEVEL REGARDING THE TRAINING GIVEN SATISFACTION LEVEL NO OF RESPONDENTS PERCENTAGE Cighly satisfied 006 25!++ Satisfied +7 /0!62 Aeither satisfied nor /7 6 dissatisfied

;issatisfied /0 Cighly dissatisfied 6 TOTAL 300 FINDINGS From the table it is found that 25!++J of the respondents

4 0 100 are highly satisfied with the

training gi en,/0!62J are satisfied,65 of them are neither satisfied nor dissatisfied,4J of them are dissatisfied and 0J of them are highly dissatisfied with the training gi en! INFERENCE From the table it is inferred that most of the respondents are highly satisfied and few of them are dissatisfied with the training gi en

CHART 3.2.6
SATISFACTION LEVEL

CHART SHO6ING SATISFACTION LEVEL REGARDING THE TRAINING GIVEN

)(*!$& ,(ssa (s+(e, D(ssa (s+(e, Ne( !er sa (s+(e, "or ,(ssa (s+(e, Sa (s+(e, )(*!$& sa (s+(e, 0 100 200 300 400 NO OF RESPONDENTS PERCENTAGE

NO OF RESPONDENTS

+,

TABLE 3.2.@
TABLE SHO6ING 6HETHER ORGANIFATION HAS CAREER GRO6TH PARTICULARS NO OF RESPONDENTS PERCENTAGE Strongly agree /46 47!62 (gree 5, /6!66 Aeither agree nor disagree 56 /7!62 ;isagree 0+ 2!62 Strongly disagree 05 7!++ TOTAL 300 100 FINDINGS

From the table it is found that 47!62J of them strongly agree that there is career growth,/6!66J of them agree,/7!62J neither agree nor disagree, 2!62J disagree and 7!++J of them strongly disagree that there is career growth! INFERENCE From the table it is inferred that most of the respondents agree that there is career growth and few of them disagree!

CHART 3.2.@
NO OF RESPONDENTS

CHART SHO6ING 6HETHER ORGANIFATION HAS CAREER GRO6TH

160 140 120 100 80 60 40 20 0 S ro"*$& a*ree A*ree Ne( !er a*ree "or ,(sa*ree D(sa*ree S ro"*$& ,(sa*ree

NO OF RESPONDENTS PERCENTAGE

PARTICULARS

+/

TABLE 3.2."
TABLE SHO6ING 6EIGHTAGE GIVEN FOR MAR5S SCORED PARTICULARS NO OF RESPONDENTS PERCENTAGE Strongly agree 41 /6!++ (gree 50 /2!++ Aeither agree nor disagree +4 //!++ ;isagree 70 02!++ Strongly disagree 7+ 02!67 TOTAL 300 100 FINDINGS From the table it is found that /6!++J of them strongly agree that weightage is gi en for marks scored, /2!++J agree,//!++J neither agree nor agree,02!++J disagree and 02!67J strongly disagree that weightage is gi en for marks scored! INFERENCE

From the table it is inferred that majority of the respondents disagree that weightage is gi en for the marks scored!

CHART 3.2."
CHART SHO6ING 6EIGHTAGE GIVEN FOR MAR5S SCORED
120 100 NO OF RESPONDENTS 80 60 40 20 0 S ro"*$& a*ree Ne( !er a*ree "or ,(sa*ree PARTICULARS S ro"*$& ,(sa*ree PERCENTAGE NO OF RESPONDENTS

+0

TABLE 3.2.A
TABLE SHO6ING 6HETHER EDUCATION IS RELATED TO CURRENT JOB OF THE EMPLOYEES PARTICULARS NO OF RESPONDENTS PERCENTAGE (bsolutely related 7, 06!62 *elated +7 /0!62 Aeither related nor 57 /1!++ unrelated :nrelated 0/ 2 Aot related /,+ +4!++ TOTAL 300 100 FINDINGS From the table it is found that 06!62J of the respondents feel that education is absolutely related to the current job,/0!62J feel that it's related,/1!++J feel that it is neither related nor unrelated,2J feel that it is unrelated and +4!++J of them feel that education is not related to the current job! INFERENCE

From the table it is inferred that most of the respondents feel that the education is not related to the current job!

CHART 3.2.A
CHART SHO6ING 6HETHER EDUCATION IS RELATED TO CURRENT JOB OF THE EMPLOYEES
120 100 80 NO OF RESPONDENTS 60 40 20 0 Abso$- e$& re$a e, Ne( !er re$a e, "or -"re$a e, PARTICULARS No re$a e, NO OF RESPONDENTS PERCENTAGE

++

TABLE 3.2.10
TABLE SHO6ING 6HETHER SELECTION PROCESS COULD BE I$%*OE9; PARTICULARS NO OF RESPONDENTS PERCENTAGE V9S 4/ /+!62 AO 051 76!++ TOTAL 300 100 FINDINGS From the table it is found that for /+!62J of the respondents, the selection process could be impro ed and for 76!++J of the respondents the selection process need not be impro ed! INFERENCE From the table it is inferred that most of the respondents feel that the selection process need not be impro ed!

CHART 3.2.10
CHART SHO6ING 6HETHER SELECTION PROCESS COULD BE IMPROVED

NO OF RESPONDENTS PERCENTAGE

+4 INTERVAL ESTIMATION % N /+!62 L /,, N ,!/+62 q N /3 ,!/+62 N ,!76++ FORMULA 2 I 1.A6 J 2EG ( N ,!/+62 T /!16 W,!/+62X,!76++ L +,, , ,!/+62 U /!16 W,!/+62X,!76++ L +,, N ,!/+62 T ,!,+1 , ,!/+62U ,!,+1 N ,!,12 , ,!/252 N 1!22J to /2!52J

CONCLUSION
From the abo e data, it is found that 1!22J to /2!52 J ha e suggested that the selection process could be impro ed!

+5

TABLE 3.2.11
TABLE SHO6ING EBTENT TO 6HICH ORGANIFATION GIVES FREEDOM TO USE O6N S5ILLS AND TALENTS OF THE EMPLOYEES PARTICULARS NO OF RESPONDENTS PERCENTAGE To a great e#tent /2/ 52 To a reasonable e#tent 2+ 04!++ To a limited e#tent 4, /+!++ Aot at all /6 5!+4 TOTAL 300 100 FINDINGS From the table it is found that 52J of the respondents feel that the organi&ation gi es freedom to use the skills and talents to a great e#tent,04!++J of them to a reasonable e#tent,/+!++J to a limited e#tent and 5!+4J of them feel that the organi&ation not at all gi e freedom to use their skills and talents! INFERENCE From the table it is inferred that majority of the respondents feel that the organi&ation gi es freedom to use their skills and talents to a great e#tent!

CHART 3.2.11
CHART SHO6ING EBTENT TO 6HICH ORGANIFATION GIVES

FREEDOM TO USE O6N S5ILLS AND TALENTS OF THE EMPLOYEES

PARTICULARS

No a a$$ To a $('( e, e. e" To a reaso"ab$e e. e" To a *rea e. e" 0 50 100 150 200 PERCENTAGE NO OF RESPONDENTS

NO OF RESPONDENTS

+6

TABLE 3.2.12
TABLE SHO6ING 6HETHER S5ILLS AND TALENTS MATCHES THE CURRENT JOB PROFILE PARTICULARS NO OF RESPONDENTS PERCENTAGE Ves //5 +7!++ Ao 67 00!62 "an't say //2 +1 TOTAL 300 100 FINDINGS From the table it is found that for +7!++J of the respondents their skills and talents matches the current job profile,for 00!62J it does not match and +1Jof them can't say whether their skills and talents matches the current job profile! INFERENCE From the table it is inferred that most of the respondents can't say that their skills and talents matches the current job profile!

CHART 3.2.12
CHART SHO6ING 6HETHER S5ILLS AND TALENTS MATCHES THE CURRENT JOB PROFILE

120 100 80 NO OF RESPONDENTS 60 40 20 0 Yes No PARTICULARS Ca"/ sa& NO OF RESPONDENTS PERCENTAGE

+2

TABLE 3.2.13
TABLE SHO6ING RATINGS OF CURRENT PERFORMANCE APPRAISAL SYSTEM PARTICULARS NO OF RESPONDENTS PERCENTAGE 9#cellent 0,4 67 8ood 25 05 ( erage /, +!++ %oor 6 0 Eery poor 5 /!62 TOTAL 300 100 FINDINGS From the table it is found that 67J of the respondents ha e rated e#cellent for the current appraisal system,05J of them ha e rated good,+!++J ha e rated a erage,0J of them ha e rated poor and /!62Jof them ha e rated ery poor for the current performance appraisal system! INFERENCE From the table it is inferred that most of the respondents ha e rated e#cellent for the current performance appraisal system and few of them ha e rated ery poor!

CHART 3.2.13
CHART SHO6ING RATING OF CURRENT PERFORMANCE APPRAISAL SYSTEM

300 250 200 NO OF 150 RESPONDENTS 100 50 0 E.0e$$e" Avera*e RATINGS 1er& 2oor

PERCENTAGE NO OF RESPONDENTS

+7 T6O 6AY ANOVA PARTICULARS PRE> DETERMINED 9#cellent STANDARDS and 25 BY END BY COMPARISON TOTAL OTHER 243 !@ EMPLOYEES +6 /7

RESULTS 6ITH /+0 00

good ( erage,poor and /2

ery poor TOTAL A2 1!4 !4 300 H' T1%*% .$ *%,+).'($1.2 =%):%%( )1% *+).(&$ &.<%( 0'* 7-**%() +22*+.$+, $8$)%3 +(/ )1% 0+7)'*$ .( :1.71 )1% 2%*0'*3+(7% .$ %<+,-+)%/. T N +,, n N6 STEP 1> C'**%7).'( 0+7)'* Q KTCM G ( N F+,,DO L 6 N 1!000 STEP 2 TOTAL SS Q R BML9 > KTCM G ( N 25O U /2O U /+0O U 00O U +6O U /7O 3 F+,,DO L 6 N 5605 U 071 U /2404 U 474 U /016 U +04 T /5,,, N 10442

STEP 3 SS BET6EEN COLUMNS Q RKT9CM G (9 > KTCM G ( N 10O L 0 U /54O L 0 U 54O L 0 T F+,,DO L 6 N 40+0 U //757 U /457 T /5,,, Q 2!4" STEP 4 SS BET6EEN RO6S Q RKT.CM G (. > KTCM G ( N 04+O L + U 52O L + 3 F+,,DO L 6 N /167+ U /,7+ T /5,,, Q !@66 +1 STEP ! SS FOR ERROR VARIANCE Q T')+, SS ? K SS B%):%%( 7',-3($ N SS B%):%%( *':$C Q /,440 T F 0547 U 5266D N /,440 T 7+/4 N 212"

ANOVA TABLE
S'-*7%$ <+*.+).'( @etween "olumns @etween *ows 9rror ariance TOTAL /,440 '0 S-3 $E-+*%$ 0547 5266 0/07 '0 D%&*%%$ 0*%%/'3 Fc3/D F+3/D N 0 Fr3/D F03/D N / Fc3/D Fr3/D 0 F+X0D3/N5 '0 M%+( $E-+*% 0547L0 N/024 5266L/ F>*+).' !P F ,.3.)

K0*'3 )+=,%C /024 L /,64 FF0,0D N/1 N/!/1 5266 L /,64 FF/,0D N/7!5/

N5266 N5!40 0/07 L 0 N

F+3/D F03/D N /,64

"alculated alue S Table alue Cence Co is accepted!

CONCLUSION

=e conclude that there is relationship between the ratings gi en for current appraisal system and the factors in which the performance is e aluated!

4,

TABLE 3.2.14
TABLE SHO6ING 6AYS IN 6HICH FEEDBAC5 IS GIVEN ON APPRAISAL PARTICULARS NO OF RESPONDENTS PERCENTAGE Findings of appraisal on 1! 5 letters One to one meetings Informally Ao feedback TOTAL FINDINGS 052 0/ 2 300 75!62 2 0!++ 100

From the table it is found that 5J of the respondents get feedback on appraisal letters,75!62J get through one to one meetings,2J get informally and 0!++J of them are gi en no feedback! INFERENCE From the table it is inferred that the feedback is gi en through one to one meetings!

CHART 3.2.14
CHART SHO6ING 6AYS IN 6HICH FEEDBAC5 IS GIVEN ON APPRAISAL

NO OF RESPONDENTS

400 350 300 250 200 150 100 50 0 F(",("*s O"e o 3"+or'a$$& No o+ o"e +ee,ba04 a22ra(sa$ 'ee ("*s o" $e ers PARTICULARS

PERCENTAGE NO OF RESPONDENTS

4/ CHI ? SDUARE H' T1%*% .$ (' $.&(.0.7+() /.00%*%(7% )':+*/$ )1% :+8$ .( :1.71 )1% 0%%/=+7; .$ &.<%( '( +22*+.$+,. EL Q 300 G 4 Q @!. OL /5 052 0/ 2 TOTAL

EL 25 25 25 25

KOL > ELCM +6,, ++/04 01/6 4604

KOL > ELCMG EL 47 44/!65 +7!77 6/!65 !A0.1"

"CI SY:(*9 N FOQ 3 9QDOL 9Q "alculated alue N 51,!/7 "hi square with Fc3/D degrees of freedom F43/D degrees of freedom "hi3 square with + degrees of freedom at 5J le el N 2!7/5 "hi T square calculated alue R "hi 3 square table alue! Cence Co is rejected!

CONCLUSION

Therefore we conclude that there is a significant difference towards the ways in which the feedback is gi en on appraisal!

40

TABLE 3.2.1!
TABLE SHO6ING A6ARENESS OF THE RESPONDENTS ON THE FACTORS ON 6HICH THEY ARE APPRAISED PARTICULARS NO OF RESPONDENTS PERCENTAGE V9S 076 15!++ AO /4 4!62 TOTAL 300 100 FINDINGS From the table it is found that 15!++J of the respondents are aware of the factors on which they are appraised and 4!62J of them are not aware of the factors on which they are appraised! INFERENCE From the table it is inferred that most of the respondents are aware of the factors on which they are appraised!

CHART 3.2.1!
CHART SHO6ING A6ARENESS OF THE RESPONDENTS ON THE FACTORS ON 6HICH THEY ARE APPRAISED

NO OF RESPONDENTS PERCENTAGE

4+ INTERVAL ESTIMATION % N 15!++ L /,, N ,!15++ q N / T ,!15++ N ,!,462 FORMULA 2 I 1.A6 J 2EG ( N ,!15++ T /!16 W,!15++X,!,462 L +,, , ,!15++ U /!16 W,!15++X,!,462 L +,, N ,!15++ T ,!,0+1 , ,!15++ U ,!,0+1 N ,!1014 , ,!1220 N 10!14J to 12!20J

CONCLUSION

From the abo e data, it is found that the respondents who are aware of the factors on which they are appraised lies between 10!14J and 12!20J!

44

TABLE 3.2.16
TABLE SHO6ING FACTORS ON 6HICH PERFORMANCE IS EVALUATED PARTICULARS NO OF RESPONDENTS PERCENTAGE @y pre determined 12 +0!++ standards @y end result /7, @y comparison with other 0+ employees TOTAL FINDINGS 300 6, 2!62 100

From the table it is found that for +0!++J of the respondents performance is e aluated by pre determined standards,6,J of them by end result and 2!62J of them by comparison with other employees! INFERENCE From the table it is inferred that for majority of the respondents their performance is e aluated by end result and some of them through pre determined standards!

CHART 3.2.16
CHART SHO6ING FACTORS ON 6HICH PERFORMANCE IS EVALUATED

180 160 140 120 NO OF 100 RESPONDENTS 80 60 40 20 0

NO OF RESPONDENTS PERCENTAGE 5& 2re 5& e", res-$ 5& ,e er'("e, 0o'2ar(so" s a",ar,s %( ! o !er e'2$o&ees PARTICULARS

45

TABLE 3.2.1@
TABLE SHO6ING SATISFACTION LEVEL REGARDING THE RE6ARDS GIVEN SATISFACTION LEVEL NO OF RESPONDENTS PERCENTAGE Cighly satisfied 54 /7 Satisfied 70 02!++ Aeither satisfied nor 1+ +/ dissatisfied ;issatisfied Cighly dissatisfied TOTAL FINDINGS 44 02 300 /4!62 1 100

From the table it is found that /7J of the respondents are highly satisfied with the rewards gi en,02!++J are satisfied,+/J of them are neither satisfied nor dissatisfied,/4!62J are dissatisfied and 1J of them are highly dissatisfied with the rewards gi en in the organi&ation! INFERENCE From the table it is inferred that most of the respondents are neither satisfied nor dissatisfied with the rewards gi en by the organi&ation and few of them are satisfied!

CHART 3.2.1@
CHART SHO6ING SATISFACTION LEVEL REGARDING THE RE6ARDS GIVEN

100 70 80 60 60 NO OF 50 RESPONDENTS 40 30 20 10 0

NO OF RESPONDENTS PERCENTAGE )(*!$& sa (s+(e, Ne( !er sa (s+(e, "or ,(ssa (s+(e, )(*!$& ,(ssa (s+(e,

SATISFACTION LEVEL

46 CHI ? SDUARE AGE GROUP HIGHLY SATISFIED S SATISFIED 1" ? 30 Y%+*$ /,2 31 ? !! Y%+*$ 00 A='<% !! 5 8%+*$ TOTAL H' 134 NEITHER SATISFIED NOR DISSATISFIED TOTAL S HIGHLY DISSATISFIED 23! 3A 26 300

DISSATISFIED 27 5, 2 /, /5 6 100 66

T1%*% .$ (' $.&(.0.7+() /.00%*%(7% =%):%%( )1% +&% &*'-2 +(/ )1% $+).$0+7).'(

,%<%, :.)1 *%&+*/$ )' )1% *%:+*/$ &.<%( .( )1% '*&+(.T+).'(. EL Q R': )')+, H C',-3( )')+, G G*+(/ T')+, OL EL KOL > ELCM /,2 /,4!12 4!/0 00 /2!40 0,!17 5 //!6/ 4+!61 27 27!++ ,!// 2 /+ +6 /5 7!62 4,!,2 5, 5/!2 0!71 /, 7!57 0!,0 6 5!20 ,!,7 TOTAL

KOL > ELCMG EL ,!,4 /!0, +!26 /!4, 0!22 4!60 ,!,6 ,!04 ,!,/ 14.1

42 "hi 3 square N FOQ 3 9QDOL 9Q "alculated alue N /4!/ F+3/D F+3/D degrees of freedom "hi3 square with 4 degrees of freedom at 5J le el N 1!477 "hi T square calculated alue R "hi 3 square table alue! Cence Co is rejected! "hi square with Fr3/D Fc3/D degrees of freedom

CONCLUSION
Therefore we conclude that , there is a significant difference between the age group and the satisfaction le el towards the rewards gi en in the organi&ation!

47

TABLE 3.2.1"
TABLE SHO6ING 6HETHER 6OR5 ENVIRONMENT IN THE ORGANIFATION IS FRIENDLY PARTICULARS NO OF RESPONDENTS PERCENTAGE Strongly agree /4, 46!62 (gree 76 07!62 Aeither agree nor disagree 40 /4 ;isagree /, +!++ Strongly disagree 00 2!++ TOTAL 300 100 FINDINGS From the table it is found that 46!62J of the respondents strongly agree that the work en ironment is friendly,07!62J of them agree,/4J neither agree nor disagree,+!++J of them disagree and 2!++J of the respondents strongly disagree that the work en ironment is friendly! INFERENCE From the table it is found that most of the respondents agree and few of them disagree that the work en ironment is friendly in the organi&ation!

CHART 3.2.1"
CHART SHO6ING 6HETHER 6OR5 ENVIRONMENT IN THE ORGANIFATION IS FRIENDLY

140 120 100 80 60 40 20 0 S ro"*$& a*ree NO OF RESPONDENTS PERCENTAGE Ne( !er a*ree "or ,(sa*ree S ro"*$& ,(sa*ree

NO OF RESPONDENTS

PARTICULARS

41

TABLE 3.2.1A
TABLE SHO6ING RATING ON THE OVERALL COMMUNICATION PROCESS PARTICULARS NO OF RESPONDENTS PERCENTAGE 9#cellent /5/ 5,!++ 8ood //, +6!62 ( erage 04 7 %oor + / Eery poor /0 4 TOTAL 300 100 FINDINGS From the table it is found that 5,!++J of the respondents ha e rated e#cellent for communication process,+6!62J ha e rated good,7J of them ha e rated a erage,/J ha e rated poor and 4J of them ha e rated ery poor for the o erall communication process! INFERENCE From the table it is inferred that majority of the respondents ha e rated e#cellent for the o erall communication process!

CHART 3.2.1A
CHART SHO6ING RATING ON THE OVERALL COMMUNICATION PROCESS

250 200 150 NO OF RESPONDENTS 100 50 0 E.0e$$e" Avera*e PARTICULARS 1er& 2oor

PERCENTAGE NO OF RESPONDENTS

5, 6EIGHTED AVERAGE FEATURES RAN5 1 *ecognition . /42 *eward "areer 8rowth 46 *esponsibility. 24 "hallenges =ork 9n ironment Zob Security 04 /, RAN5 2 25 10 1+ +/ // RAN5 3 64 /00 70 07 /+ RAN5 4 7 +5 +0 /,4 /0, RAN5 ! TOTAL 6 124A 5 /1 //+ /46 1041 106A 6!2 4A0

TABLE 3.2.20
TABLE SHO6ING THE CALCULATION OF 6EIGHTED AVERAGE FEATURES *ecognition *eward "areer 8rowth *esponsibility. 6EIGHTED RAN5S AVERAGE . 7+!02 61!4 2/!02 / + 0

"hallenges =ork 9n ironment 4+!42 Zob Security +0!62

4 5

5/

CONCLUSION
From the table it is found that recognition . reward is gi en rank / because it is preferred, responsibility .challenges is gi en rank 0, career growth is ranked +, , work en ironment is ranked 4 and job security is ranked 5!

CHART 3.2.20
CHART SHO6ING RAN5ING GIVEN TO THE FEATURES THAT 6OULD REDUCE THE GAP BET6EEN EBPECTATION AND REALITY

6 5 4 RANKS 3 2 1 0 Re0o*"( (o" 8 Career Gro% ! Res2o"s(b($( &8 9or4 Re%ar, C!a$$e"*es E"v(ro"'e" FEATURES :ob Se0-r( & RAN;S

50 ONE 6AY ANOVA ! FEATURES RAN5 1 *ecognition . /42 *eward "areer 8rowth 46 *esponsibility. 24 "hallenges =ork 9n ironment Zob Security TOTAL 04 /, 301 RAN5 2 25 10 1+ +/ // 302 RAN5 3 64 /00 70 07 /+ 30A RAN5 4 7 +5 +0 /,4 /0, 2AA RAN5 ! TOTAL 6 300 5 /1 //+ /46 2"A 300 300 300 300 1!00

H' T1%*% .$ (' $.&(.0.7+() /.00%*%(7% )':+*/$ )1% 0+7)'*$ )1+) :'-,/ *%/-7% )1% &+2 =%):%%( )1% *%+,.)8 +(/ )1% %42%7)+).'( '0 )1% %32,'8%%$. T N /5,, n N 05 C'**%7).'( 0+7)'* Q KTCM G ( N F/5,,DO L 05 N A0000 TOTAL SS Q R BML9 > KTCM G ( Q /42O U46O U 24O U04O U/,O U25O U 10O U 1+O U+/O U//O U64O U /00O U70O U 07O U/+O U7O U+5O U+0O U/,4O U/0,O U6O U5O U/1O U//+O U/46O 3 F/5,,DO L 05 N 0/6,1U0//6U5426U526U/,,U5605U7464U7641U16/U/0/U4,16U/4774 U6204U274U/61U64U/005U/,04U/,7/6U/44,,U+6U05U+6/U/0261U 0/+/6 T 1,,,, N /40+1,31,,,,

N !23A0 SS BET6EEN Q RKT9CM G (9 > KTCM G ( 5+ Q +,/O L 5 U+,0O L 5 U+,1O L 5 U011O L5 U071OL5 3 F/5,,DO L 05 N /7/0,U/704/U/1,16U/277,U/62,4 T 1,,,, N 1,,4/31,,,, N 41 SS 6ITHIN N P MOQj 3 PFTjDO L nj N /40+1, T 1,,4/ Q !234A

ANOVA TABLE
S'-*7%$ '0 S-3 $E-+*%$ 4/ '0 D%&*%%$ 0*%%/'3 Fc3/D F53/D N 4 =ithin SS TOTAL 50+41 !23A0 Fn3cD F0535D N 0, K2!>1C Q 24 '0 M%+( $E-+*% 4/ L 4 N /,!05 50+41 L 0, N 06/2!45 F>*+).' /,!05 06/2!45 N +!10 !P F ,.3.) K0*'3 )+=,%C L FF4,0,D N 0!72

<+*.+).'( @etween SS

"alculated alue R Table alue Therefore Co is rejected CONCLUSION =e conclude that there is a significant difference towards the factors that would reduce the gap between the reality and the e#pectation of the employees!

54

FINDINGS,SUGGESTION AND CONCLUSION

3.3 FINDINGS
7/!62J of the respondents fall under /7 3+, age group,/+!++J of them under +/3 45 years,+!++J of them under 46355 years and /!62J of them fall under abo e 55 years group! /6!62J of them fall under the category male and 7+!++J of them are female!

+J of the respondents come under less than *s /,,, category,66!62J of them fall under *s/,,/ T +,,,,/5!++J fall under *s!+,,/3*s 5,,, and /5J of them fall under abo e *s 5,,, category!

For 67J of the respondents the organi&ation fi#es the performance standards and for +0J of them the organi&ation does not fi# the performance standards!

62!62J of the respondents ha e said that they are always rewarded,01J ha e said they are rewarded sometimes and +!++J of them had said that they are ne er rewarded for achie ing the targets

25!++J of the respondents are highly satisfied with the training gi en,/0!62J are satisfied,65J of them are neither satisfied nor dissatisfied,4J of them are dissatisfied and 0J of them are highly dissatisfied with the training gi en!

47!62J of them strongly agree that there is career growth,/6!66J of them agree,/7!62J neither agree nor disagree, 2!62J disagree and 7!++J of them strongly disagree that there is career growth! 55

/6!++J of them strongly agree that weightage is gi en for marks scored, /2!++J agree,//!++J neither agree nor agree,02!++J disagree and 02!67J strongly disagree that weightage is gi en for marks scored!

06!62J of the respondents feel that education is absolutely related to the current job,/0!62J feel that it's related,/1!++J feel that it is neither related nor unrelated,2J feel that it is unrelated and +4!++J of them feel that education is not related to the current job!

For /+!62J of the respondents, the selection process could be impro ed and for 76!++J of the respondents the selection process need not be impro ed!

52J of the respondents feel that the organi&ation gi es freedom to use the skills and talents to a great e#tent,04!++J of them to a reasonable e#tent,/+!++J to a limited e#tent and 5!+4J of them feel that the organi&ation not at all gi e freedom to use their skills and talents!

For +7!++J of the respondents their skills and talents matches the current job profile,for 00!62J it does not match and +1Jof them can't say whether their skills and talents matches the current job profile!

67J of the respondents ha e rated e#cellent for the current appraisal system,05J of them ha e rated good,+!++J ha e rated a erage,0J of them ha e rated poor and /!62Jof them ha e rated ery poor for the current performance appraisal system!

5J of the respondents get feedback on appraisal letters,75!62J get through one to one meetings,2J get informally and 0!++J of them are gi en no feedback! 56

15!++J of the respondents are aware of the factors on which they are appraised and 4!62J of them are not aware of the factors on which they are appraised!

For +0!++J of the respondents performance is e aluated by pre determined standards,6,J of them by end result and 2!62J of them by comparison with other employees!

/7J of the respondents are highly satisfied with the rewards gi en,02!++J are satisfied,+/J of them are neither satisfied nor dissatisfied,/4!62J are dissatisfied and 1J of them are highly dissatisfied with the rewards gi en in the organi&ation!

46!62J of the respondents strongly agree that the work en ironment is friendly,07!62J of them agree,/4J neither agree nor disagree,+!++J of them disagree and 2!++J of the respondents strongly disagree that the work en ironment is friendly!

5,!++J of the respondents ha e rated e#cellent for communication process,+6!62J ha e rated good,7J of them ha e rated a erage,/J ha e rated poor and 4J of them ha e rated communication process! ery poor for the o erall

The feature recognition . reward is gi en rank /, career growth is ranked +, responsibility .challenges is gi en rank 0, work en ironment is ranked 4 and job security is ranked 5!

52

3.4 SUGGESTIONS
The employees could be gi en more information regarding the performance management systems since some of them were not familiar with them! (round 7J of the employees are not satisfied with the training gi en due to the time constraints!The organi&ation could keep the timings as per the employees requirements! The employees feel that the organi&ation could increase the rewards since it would reduce the gap between the actual and desired le el of performance! The organi&ation could gi e a reasonable amount of cash award for the persons who do well e ery month which would lead to increase in performance of the employees! The employees feel that the organi&ation offers a ery slow career growth !So the management could frequently gi e promotions as and when needed! The employees feel that the organi&ation changes the rules and policies

frequently!So the management could clearly set the policies and procedures before communicating it to the employees! as they find it difficult to follow them!

The organi&ation could encourage the employees to use their skills and talents in their job as some of them feel that they cannot use their skills in the organi&ation!

57 The organi&ation could increase the salary of the e#perienced employees!They feel that the organi&ation gi es more salary to the newly joining employees! Some employees ha e the feeling that the management sometimes join the people through recommendations without considering the qualification or e#perience!

51

3.! CONCLUSION

%erformance management is about establishing a culture in which indi iduals and groups take responsibility for the continuous impro ement of business processes and of their own skills, beha iour and contributions! It is about sharing e#pectations! $anagers can clarify what they e#pect indi idual and teams to do[ likewise indi iduals and teams can communicate their e#pectations of how they should be managed and what they need to do their jobs! From this study we find that most of the respondents are satisfied with the work

en ironment and with the communication process!The respondents are aware of the factors on which they are appraised and they are satisfied with the current selection process followed by the organi&ation!=e also find that some of the respondents are not satisfied with the rewards and salary gi en!The employees are dissatisfied with the performance management systems!It is also found that the management offers a ery slow career growth to the employees!Though the organi&ation gi es freedom to use the skills and talents, some of them feel they are not able to use them Therefore, it is suggested that the employees could be gi en more information regarding the performance management systems since some of them were not familiar with them!The organi&ation could increase the rewards and change the timings for the training

as per the employees needs!They could also gi e frequent promotions as and when needed which would offer quick career growth to the employees!It could also increase the salary of the e#perienced persons!

6,

APPENDIB

APPENDIB
aD Aame > bD (ge > o /73+,years, o +/345years, o 46355years o abo e 55years! cD 8ender > o $ale o Female dD Income> o less than *s!/,,, o *s/,,, T *s!4,,, o *s4,,,3*s5,,, o abo e *s!5,,, /D ;oes the organi&ation fi# the performance standards for you\ o Ves o Ao 0D ;o you think you are rewarded for achie ing the targets\ o (lways o Sometimes o Ae er +D *ank the following that you think would reduce the gap between your e#pectation and reality!]/3 Cighest, 53?owestD F9(T:*9S *ecognition . reward "areer growth *esponsibility and challenges =ork en ironment Zob security *(A-S

4D (re you satisfied with the training gi en by the organi&ation\ o Cighly satisfied o Satisfied o Aeither satisfied nor dissatisfied o ;issatisfied o Cighly dissatisfied aD If dissatisfied, =hy\!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

ii 5D ;o you think the organi&ation has a definite career growth for you\ o Strongly agree o (gree o Aeither agree nor disagree o ;isagree o Strongly disagree 6D ;o you agree that weightage is gi en here for the marks you had scored\ o Strongly agree o (gree o Aeither agree nor disagree o ;isagree o Strongly disagree 2D ;o you think the education you had is related for the current job\ o (bsolutely related o *elated o Aeither related nor unrelated o :nrelated o Aot related 7D ;o you think that the selection process could be impro ed\ o Ves o Ao 1D $ention the e#tent to which the organi&ation gi es you freedom to use your own skills and talents\ o To a great e#tent o To a reasonable e#tent o To a limited e#tent o Aot at all /,D ;o you think your skills and talents matches the current job profile\

o Ves o Ao o "an't say //D Cow do you rate your current performance appraisal system\ o 9#cellent o 8ood o ( erage o %oor o Eery poor iii /0D In what ways you are gi en the feedback of your appraisal\ o Findings of appraisal on letters o One to one meeting o Informally o Ao feedback is gi en /+D (re you aware of the arious factors based on which you are appraised\ o Ves o Ao /4D Cow is your performance e aluated\ o @y predetermined standards o @y end result o @y comparison with other employees /5D Cow satisfied are you with the rewards gi en in your organi&ation\ o Cighly satisfied o Satisfied o Aeither satisfied nor dissatisfied o ;issatisfied o Cighly dissatisfied /6D ;o you agree that the work en ironment in the organi&ation is friendly\ o Strongly agree o (gree o Aeither agree nor disagree o ;isagree o Strongly disagree /2D Cow would you rate the o erall communication process\ o 9#cellent

o o o o aD

Eery good ( erage %oor Eery poor If poor,=hy\!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

/7D (ny other suggestion to impro e the performance management\ ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^!! i#

BIBLIOGRAPHY

BIBLIOGRAPHY

%hilip Stiles, ?ynda 8ralton, Eeronica Cope _ Strategic Cuman *esources $anagement'T O#ford :ni ersity! $ick $archington (nd (drian =ilkinson _ %eople $anagement (nd ;e elopment'! $ichael (rmstrong _$anaging %eople, ( %ractical 8uide For ?ine $anagers'T *ogan %age ?imited! =aal (!(!;e _ The 9ffects Of %erformance $anagement' , $aastricht School of $anagement "!* -othari, _ *esearch $ethodology' 3 =ish a %rakashan :ma Sekaran,' *esearch $ethods For @usiness'3 Zohn =iley (nd Sons Inc!

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