Performance Appraisal

CHAPTER I
INTRODUCTION
1.1. INTRODUCTION
A project means a task involving research. The project involves something to be
analyzed or a problem to be solved. The heart of doing any project lies in solving open-ended
problems that require research, creativity and risk- taking. Team competition hands on
problem solving and relevance to real world application are an overwhelming student
motivator. This approach also allows the researcher to integrate research activities into the
curriculum.
Given the multidisciplinary nature of the projects, one will be able to gain the
Knowledge, skills, experience highly sought by global corporations.
A part from the above benefits, it helps the researcher to
Build and improve communication skills.
Obtain leadership experience.
Gain problem solving skills.
Meet people from a variety of backgrounds.
Learn to work effectively in a team environment.
Gain practical experience.
Bridging theory & practice:

As I stated in the above paragraph theory and practice are two different things and the
gaps between these two has to be bridged projects are carried out as a part of MBA
curriculum and we are able to put theories into practice while doing the project and this helps
in bridging the gap between theory and practice.
A Problem-solving tool:
A project server various functions, it helps in analyzing opportunities and exploiting
them, changes which can be implemented and also at times provides solutions to problem.
When ever we start a project we highlight a statement of problem and then we start working
on it meticulously and narrow down to the cause and suggest remedies which will ultimately
eliminate those problems. There by projects also serves as a problem-solving tool.
Over all organization Study:
A project also helps an MBA student to make over all organization study. During the
project period the student interacts with various people from different levels, within the
organization and also observes the functioning of the organization and thus it serves a dual
purpose that is enabling the student to gain first hand experience and a wealth of knowledge
in observing an organization function in reality
1.2. ABOUT THE TOPIC
The senior Human resource Team held discussion with the management team for
the selection of the topic on which to do the project. The management asked the Human
resource Faculties to A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN
T.V.SUNDARAM IYENGAR & SONS Ltd., MADURAI
Introduction
The process of HRD helps the employees to acquire and /or develop technical,
managerial and behavioral knowledge, skills and abilities and moulds the values, beliefs and
attitudes necessary to perform present and future roles. The process of performance appraisal
helps the employee and the management to know the level of employees performance
compared to the standard/pre - determine level.
Performance appraisal is essential to understand and improve the employees
performance through HRD. In fact, performance appraisal is the basis for HRD. It was viewed
that performance appraisal was useful to decide upon employee promotion/transfer, salary
determination and the like. But the recent developments in human resources management
2
indicate that performance appraisal is the basis for employee development. Performance
appraisal indicates the level of desired performance level, level of actual performance and the
gap between these two. This gap should be bridged through human resources development
techniques like training, executive development etc. now we shall discuss this chapter in the
following lines.
1.3. MEANING
Performance appraisal is a method of evaluating the behaviors of employees in
the work spot normally including both the quantitative aspects of jobs performance.
Performance here refers to the degree of accomplishment of the task that makes up an
individuals job. It indicates how well an individual is fulfilling the job demands. Often
the term is confused with effort, but performance is always measured in terms of results
and not efforts. Some of the important features of performance appraisal may be captured
this:
Performance appraisal is the systematic description of an employees job-relevant
strengths and weaknesses.

The basic purpose is to find out how well the employee is performing the job and
establish a plan of improvement.
Appraisals are arranged periodically according to definite plan.
Performance appraisal is not job evaluation. It refers to how well someone is doing
the assigned job. Job evaluation determines how much a job is worth to the
organization and, therefore what range of pay should be assigned to the job.
Performance appraisal is a continuous processes every large scale organization.
1.4. NEED FOR PERFORMANCE APPRAISAL

Performance appraisal is needed in order to:
i.
Provided information about the performance ranks. Decision regarding salary

fixation, confirmation, promotion, transfer and demotion are taken based on
performance in Indian rayon.
ii.
Provide feedback information about the level of achievement and behavior of the
subordinate. This information helps to reviews the performance of the
subordinate, rectifying performance deficiencies and to set new standards of
work, if necessary, as practiced in Raymonds.
iii.
Provide information which helps to counsel the subordinate.
iv.
Provide information to diagnose deficiency in the employee regarding skill,

knowledge, determine training and developmental
needs and to prescribe the
means for employee growth provides information for correcting placement.

v.
To prevent grievances and in disciplinary activities as in the case of glaxo.
1.5. OBJECTIVES
i.
To create and maintain a satisfactory level of performance.
ii.
To contribute to the employee growth and development through training, self

and, management development programmers.
iii.
To guide the job changes with the help to continuous ranking.
iv.
To facilitate fair and equitable compensation based on performance.
1.6. SCOPE OF THE STUDY

1. This study covers the workers who are employed in T.V.Sundaram Iyengar &
Sons Ltd., Madurai
2. The study of period is Jan- June 2008.
3. The best business approach to conducting performance appraisal System is based
on the identification of organization mission needs, critical, occupational and
individual performance requirements.
1.7. LIMITATION OF THE STUDY
1. The respondents were busy, therefore they found less time to Interact with the
researcher.
2. This collection of data is through questionnaire was carried out by direct interview
so it may have its own draw backs.
3. The sample may not represent the whole population accurately.
1.8. METHODOLOGY OF STUDY

RESEARCH METHODOLOGY
Type of research design
Descriptive study
Data source
Primary data.
Method of sampling
Convenience simply
Sample size
100
Research instrument used
Questionnaire
Statistical tool
Percentage analysis, table graphs.
CHAPTER - II
COMPANY PROFILE
2.1. HISTORY OF FOUNDER
In the annuals of Indian History, the 1880s is a landmark. This century saw the
birth of great souls and nation builders such as M.K.Gandhi, Tilak and Sri Aurobindo.
They were instrument in awakening the spirit of political freedom. The same century saw
the birth of great industrialists like JRD Tata, Kirloskar and in South, T.V. Sundaram
Iyengar. They were responsible for awakening the spirit of industrial and economic
growth of the country.
T.V.Sundaram Iyengar was born on 22 nd March 1877 in Thrissur, Kerala. He was
the son of Sri A Vengarausamy Iyengar who was an advocate by profession having his
practice in Thrissur (Kerala) TVSs parents belonged to Tirunelveli. He had his schooling
at Trichur and an early marriage at the age of eleven.
T.V.S always had a passion and a liking for industry, trade and commerce.
Initially, he was working for two to three private and government organizations but found
the jobs uninteresting. Later, he dediced to do a trading business with the little capital he
had. With the profit he earned out of this business, he wanted to venture into a new
business. This new venture was Bus Services. The first route was from Madurai to
Pudukottai. Later, he started procuring and distributing auto
parts.
The T.V.S trading stems from the personal philosophy of the groups founder Sri
T.V.Sundaram Iyengar. A man of tremendous vision. he had the foresight to recognize
that progress in the transport industry was vital to the growth of the foundation of
customer satisfaction. Indeed, it is this dedication to service that has given T.V.S the
impetus to grow from the single unit of 1911 to the multi company enterprise, it is today.
He had the support of his better-half Mrs. Lakshmiammal who was known for her
simplification and kind heart. It was 31 years of long dedicated and dynamic hard word
that made the man a legend and the name still lives in many hearts.
o 1911 The organization has its origin in road transport when Sri T.V.Sundaram
Iyengar started the first ever rural bus service between Madurai and Pudukottai,
in the state of Tamil Nadu. This transport company grew to be the largest of its
kind in India.
o 1919 T.V.Sundaram Iyengar started an automobile spare parts and service unit
in Madurai which diversified into a variety of trading and service lines. He
realized as early as in 1920 the importance of marketing spare parts, and
organized their distribution through every available channel. This firmly
established the domination of the company in the auto industry.
o 1929 General Motors appointed T.V.S as their authorized agents which was a
major break through and an evolution of a new era. Also his trip to the US in
the year 1947 is worth mentioning. During his trip, he made a practical study of
the agriculture activities and implemented the same in his home town.
o 1946 T.V.S merged transport companies acquired earlier to form Southern
Roadways, a road transport and parcel service company.
2.2. THE FORMATION
In 1911 organisation started its activities as road transport and one can with proud
say that Sri. T.V.Sundaram Iyengar was the first person to run rural bus service. This
transport grows into a big network. In 1919 TVS started an automobile spare parts and
service unit in Madurai. This diversified the religious city into a variety of trading and
service activity center. In 1929 General motors was able to recognize the greatness of
TVS group and appoint them as authorized agents. This was a major break through in the
evolution of automobile industry. Mr. Sundram Iyengars trip to U.S needs special
mention; In this trip he made practical studies on agricultural activities and implemented
them in hometown. This shows that he is not a mere mechanical minded person but also
lover of nature.
7
The year 1946 is a milestone in the transport service in south India. During this
period TVS merged transport companies and formed Southern Road Ways, which
transported not only people but also commercial articles through their parcel service. Due
credit will always come to great people. In the year 1960 the greatness of TVS group
reached all the important cities of India and through the formation of Sundaram Finance,
thus TVS became an all India Organization.
The company is the leading logistics solution provider specializing in the Auto
Vertical and has set up state-of-Art warehouses across the country for this purpose. The
Logistics Business Unit has created a special name for their excellence in the Inbound
Logistics. It has now extended providing the Supply Chain solutions across the globe for
the Indian Auto Component manufacturers which include a wide array of value added
services. Currently the Logistics Business Unit is the lead logistics provider for almost all
the leading Automobile Companies in India.
The company has diversified into Sales and Service of Service Station
Equipment for Two-Wheelers, Cars and Trucks. The range includes lifts, A/c
management system, paint booths, Engine analyzers and other workshop equipments.
Customers include all OEMs/ Dealers with service availability round the clock and
countrywide coverage this division is a One Stop Source for all service station needs.
The company has also diversified into Marketing & Providing support for
special products such as Construction and Material handling Equipments, Man lifts, Air
Compressors, Bus Air Conditioners representing leading names from India & Overseas.
The business provides unique solution under pioneering concept called Own and
Operate.
Recently, the company has launched MyTVS, a unique concept of providing
three services under single umbrella brand for car users viz., 24X7 Emergency Services,
All Car Service and Quality Used Cars. This integrated service covers expectations of car
customers over the entire life span and provides comfort of TVS Care, Speed & Value for
money under one roof.
8
Corporate Mission:
To remain in the prime position in the field of automobile distribution business
by extending dedicated service to its clientele.
Objectives of the TVS group:
In enterprise and in business, as in life, it is the team spirit that succeeds. The set
out aims and objectives in words may limit the companys targets.
First To place at the service of the public all our technical equipment and
intelligence in automobile and allied industries at a truly national cost a cost that
commensurate with the interest of the employees and share holders.
Second To provide the greatest satisfaction possible to our employees within our
Competitive economy through proper personal practice.
Third To be a good member of the community and the Nation.
Fourth By implementing every one of the above three objectives to nurture the
moral fiber of the TVS organization.
Guideposts:
To convert every prospect into a customer and every customer into a client.
To train our personnel for the present job and develop them for future
betterment on merit.
To serve each other section of the organization to enable the game to be won.
To facilitate peak and top performance in each department.
To take to self propelled, result oriented activity.
To systematically and continually reduce waste in all shape, form and degree.
To forget personalities and build up a spirit of belongingness and emphasize
loyalty to the organization for its betterment.
To observe the trends and take measures to adjust oneself to the changing
climate.
Products and Services :

T.V.S & Sons distributes Heavy Duty Commercial Vehicles, Jeeps and Cars. It
represents various leading manufacturers like Ashok Leyland, Mahindra and Mahindra
Ltd., and Honda. The company has more than 100 outlets and is also the largest
distributor of spare parts in India, handling more than 70 suppliers and 25000 part lines.
T.V.S & Sons has grown to become a leading logistics solution provider and has
setup state-of-the-art warehouses across the country. The Logistics Division has tied up
with leading logistics consultants across the globe and provides logistics support to
almost all the leading automobile manufacturers in India. T.V.S & Sons has recently
diversified into distributing Garage Equipment ranging from paint booths to engine
analyzers and industrial equipment products. The strength of the company is the aftersales-service it provides.
T.V.S & Sons:

T.V.S & Sons distribute heavy-duty commercial vehicles, jeeps and cars. It
represents premier automotive companies like Ashok Leyland, Mahindra & Mahindra
Ltd., and Honda. It also distributes automotive spare parts for several leading
manufacturers.
T.V.S & Sons has grown in to leading logistics solution provider and has set up a
state of art warehouse all over the country. It has also diversified into distribution garage
equipment that ranged from paint booths to engine analyzers and industrial equipment
products.
Sundaram Motors:
Sundaram Motors distributes Heavy Duty Commercial Vehicles and Cars. In
addition to being dealers for Ashok Leyland, Honda, Fiat, Ford and Mercedes Benz. This
division also distributes auto spare parts for several leading manufacturers.
10
2.3 STRATEGIC BUSINESS UNIT CLASSIFICATION

Operational Departments
Ashok Leyland SBU
Mahindra & Mahindra SBU
Honda SBU
Distribution SBU
Tools & Garage SBU
Allied Departments
Accounts/ Finance Department
Human Resource Department
Systems Department
About the lines of businesses
Ashok leyland
Mahindra & Mahindra
Honda
Distribution Special Product
Tools & Garage Equipment
International Operation (INO)
24 x 7 Emergency Services
All Car Services
Crash Recovery Service
E Comet
Value Trucks
11
2.4 SUBSIDIARIES AND BUSINESS CARRIEDOUT BY TVS & SONS

M/s southern Roadways: Operating goods Transport Service
M/s Sundaram Fasteners Ltd: Manufacture and sale of high tensile fasteners, cold
formed/ extruded automotive & other miscellaneous parts, powder metal parts,
automotive components and precision formed gears.
M/s Sundaram Industries Ltd: Manufacture of bodies for buses, vans, bus body
kits & cabs and general fabrication; manufacture of Automobile Rubber Products and
Retreading / Distribution of Tyres.
M/s Sundaram Textiles: Manufacture of cotton of blended yarn.
M/s Sundaram Fasteners Investments Ltd; Investment Company.
M/s Aplomb Investments Ltd: Investment Company.
M/s TVS Infotech Ltd: Development of Computer Software for Numeric Systems.
M/s Sundaram Textiles Overseas Inc. USA : Trading in Cotton Yarn, etc.
M/s TVS Lanka (private) Ltd, Srilanka: Trading in Automobile Spare parts.
M/s TVS Interconnect Systems Ltd: Manufacture of Fibre Optic and connector
products lines.
M/s Autolec Industries Ltd: Manufacture & Sale of water pumps & Fuel Pumps.
M/s TVS international Inc, USA: Development & Marketing of software and
Marketing of high tensile fasteners and cold extruded automotive parts, precision formed
gears, powder metal parts, iron powder, gear shifters and radiator caps, in USA.
M/s TVS Lean Logistics Ltd: Logistics services.
M/s TVS Automotive Europe Ltd: whole sale distribution of commercial vehicle
spare parts.
M/s Lucas TVS Ltd: Manufacture of auto electrical products.
M/s Lucas Indian Service Ltd: Manufacture of Ignition Coils and Trading of auto
electrical components. M/s Sundaram Non-Conventional Energy Systems Ltd:
Generation of power through windmills.
12
TVS & Sons- Quality Policy

We are committed to achieve and sustain excellence in service and retain the
customers through continual improvement.
Quality Objectives
Enchancing the satisfaction level of customers by meeting or exceeding their
needs and expectations on quality of servicing, delivery and cost.
Continuous improvement of the performance and sills of employees through
active training Programmes.
Implementing atleast one continual improvement project per quarter.
To improve responsiveness to address customer needs.
Achieving enhanced Business target
Policy on Safety
TVS strongly believes that the safety of the employees and the public is of
paramount importance and declares that the safety will take precedence over the
expediency, every effort will be made to involve all Managers, Supervisors and
employees in the development and implementation of safety procedure and towards this,
systems and procedure will be developed besides disseminating knowledge on the need to
adherence to the safety practices. It believes in the value of human life and strives hard to
have a safe environment activities.
2.5 TVS GROUP COMPANIES
The TVS Group is Indias leading supplier of automotive components and one
of the countrys most respected business conglomerates. Originating as a transport
company in 1911, it now comprises over 29 companies that operate in diverse fields like
automotive component manufacturing, automotive dealerships and electronics.
Underlying the success of the group is an ethos of commitment to the values of
Quality, Service and Reliability. Continuous innovation and close customer interaction
13
have enabled the Group to consolidate its position at the leading edge of the automotive
industry.
Axel India Limited
Brakes India BRAKES INDIA LIMITED
DELPHI TVS( DIESEL SYSTEM LIMITED)
India Japan Lighting Private Limited
India Motor Parts and Accessories Limited
India Nippon Electricals Limited
Lucas Indian Service Limited
Lucas- TVS
Sundaram Auto components Limited Plastics division
Sundaram Auto components Limited Plastics Division (SACL)
Southern Roadways Limited
Sundaram clayton Limited die casting division
Sundaram dynacast private Limited
Sundaram Fasteners Limited
Sundaram Industries Limited
Sundaram Textiles Limited
TVS Automotive Europe Limited
TVS Auto Parts Private Limited
Turbo Energy Limited
TVS Electronics Limited
TVS Finance & Services Ltd
TVS Interconnect Systems Limited
TVS Logistics Iberia S.L
TVS Lean Logistics Private Limited
TVS Logistics SIAM Limited
TVS Motor Company Limited
TVS Sewing Needles Limited
TVS Srichakra Limited
T V Sundaram Iyengar & Sons Limited
14
CHAPTER III
RESEARCH METHODOLOGY
Research connotes a systematic and objective investigation of a subject or
problem in order to discover relevant information or principles. Marketing research is the
function which links the consumer, and public to the market through information used to
identify and define, marketing opportunities and problem, generate, refine and evaluate.
Marketing action monitors performance and improves marketing research process.
3.1. RESEARCH DESIGN
The research design is purely and simply the frame work or plan for a study that
grids the collection or analysis of data research design has been considered a highly
specialized tool for success of a research programmed. Research is a plan, structure and
strategy of investigation conceived so as to obtain answer to research question and
control variance.
3.2. DESCRIPTIVE STUDY
Descriptive study includes survey and facts finding enquiry of different kinds.
The major purpose of descriptive of the state pf affairs as it is at present. It begins with a
research with a research about past form of the problem. The main objective of the
descriptive design is to acquire knowledge.
3.3. PRIMARY DATA
The data collected directly from the respondent is referred as primary data. Data
was collected through primary sources. The primary data was collected through personal
interview with consumer respondents.
3.4. DATA ANALYSIS
15
Extracting meaningful information from the data collected and analyzing the
information from the data collected and analyzing. The information statistically. Analysis
of the collected data was done with the help of tables, graphs and statistical analysis tools
like weighted average method, chi square.
3.5. REPORT PREPARATION
The final step is to prepare a report, present major findings in a manner amenable
to managerial decision taking. There may be some follow up and revalidation required.
3.6. RESEARCH INSTRUMENT USED
The questionnaire has been drowsed as the research instrument for acquiring
information from the respondents. Closed end questions persecuting all a possible
answers has been made use of and multiple choice questions has been put forth to avoid
ubiquity in response front the respondents.
3.7. SAMPLE SIZE
SAMPLE SIZE = 100
The size of the sample is an important problem to be decided in case of sampling,
this is because the size has a direct barring upon accuracy, time, cost and administration
of the survey. An optimum sample in survey is one which fulfills the requirements of
efficiency, representativeness, reliability and flexibility.
3.8. SAMPLING PROCEDURE
Area: M/s. T.V.Sundaram Iyengar & Sons Limited, Madurai
Sample Size: 50 employees
Sampling Method: Convenience Sampling
3.9. SAMPLE UNIT

Drawing a sample we have to decide the unit of sample. The unit of sample
should be suitable for the problems understanding the sampling unit was also called as
geographical unit.
16
Statistical tool used for analyzing the data are:

Percentage method.
Graph method.
3.10. PERCENTAGE METHOD
Research use percentage (%) in data analysis, as it is simple tool for analysis. It
reduces data into zero to hundred ranges. The data reduced in the standard from with base
equal to hundred which facilitate relative comparison.
3.11. GRAPH METHOD
Graphs are used, as they give a birds eye view of the entire data and the
information presented is easily understood.
17
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
AGE
In this table the researcher has made an attempt to find out the age category.
S.NO
AGE
NO OF RESPONDENTS
% OF
RESPONDENTS
21-30
20
20
31-40
40
40
41-50
40
40
TOTAL
100
100
Interpretation:
In above table 20%of respondent belongs to 21-30yrs age category 40% of person
belongs to 31-40yrs and 41-50yrs age category.
18
FIGURE 4.1
AGE
Interpretation:
In above figure shows that 20% of respondent belongs to 21-30 yrs age category
40% of person belongs to 31-40 yrs and 41-50 yrs age category.
19
TABLE - 4.2
QUALIFICATION
In this table the researcher has made an attempt to find out the qualification of the
respondents.
S.NO
QUALIFICATION
NO OF
RESPONDENTS
%OF
RESPONDENTS
HSC
40
40
Degree
20
20
PG
20
20
Technical
20
20
TOTAL
100
100
Interpretation:
In the above table HSC respondents are 40% and 20% of respondents are degree
and 20% of respondents are P.G and 20% of respondents are Technical.
20
FIGURE 4.2
QUALIFICATION
Interpretation:
In the above figure shows that the HSC respondents are 40% and 20% of
respondents are degree and 20% of respondents are P.G and 20% of respondents are
Technical.
21
TABLE 4.3
GENDER
In this table the researcher has made an attempt to find out the Gender.
SI.NO
GENDER
NO OF
RESPONDENTS
% OF
RESPONDENTS
Male
70
70
Female
30
30
TOTAL
100
100
Interpretation:
In the above table 70% of respondent belongs to male category and 30% of
respondents belong to female category.
22
FIGURE 4.3
GENDER
Interpretation:
In the above figure shows that 70% of respondent belongs to male category and
30% of respondents belong to female category.
23
TABLE 4.4
MARITAL STATUS
In this table the researcher has made an attempt to find out the Marital Status of
the respondents.
S.NO
MARITAL
STATUS
NO OF
RESPONDENTS
% OF
RESPONDENTS
Married
40
40
Unmarried
60
60
TOTAL
100
100
Interpretation:
In the above table 40% of respondent belongs to Married and 60% of respondents
belong to Unmarried.
24
FIGURE 4.4
MARITAL STATUS
Interpretation:
In the above figure shows that 40% of respondent belongs to Married and 60% of
respondents belong to Unmarried.
25
TABLE- 4.5
EXPERIENCE
In this table the researcher has made an attempt to find out the experience of the
respondents.
S. NO
EXPERIENCE
NO OF
RESPONDENTS
% OF
RESPONDENTS
Below 5 years
58
58
5-10 years
16
16
11-20 years
12
12
21 years & above
14
14
TOTAL
100
100
Interpretation:
In the above table 58%of respondents have below 5 years experience and 16% of
respondents have 5-10 years experience and 12% of respondents have 11-20 years
experience and 14% of respondents have 21 years & above experience.
26
FIGURE 4.5
EXPERIENCE
Interpretation:
In the above figure shows that 58%of respondents have below 5 years experience
and 16% of respondents have 5-10 years experience and 12% of respondents have 11-20
years experience and 14% of respondents have 21 years & above experience.
27
TABLE 4.6
OPINION ABOUT THE PRESENT PERFORMANCE APPRAISAL SYSTEM
PERIODICALLY
In this table the researcher has made an attempt to find out the opinion about the
present performance appraisal system.
S.NO
OPINION
NO OF
RESPONDENTS
% OF
RESPONDENTS
Strongly agree
30
30
Agree
30
30
No opinion
20
20
Disagree
10
10
Strongly Disagree
10
10
TOTAL
100
100
Interpretation:
In the above table 30%of respondents are strongly agree and 30% of respondents
are agree and 20% of respondents are no opinion and 10% of respondents are disagree
and 10% of respondents are strongly disagree.
28
FIGURE 4.6
OPINION ABOUT THE PRESENT PERFORMANCE APPRAISAL SYSTEM
PERIODICALLY
Interpretation:
In the above figure shows that 30%of respondents are strongly agree and 30% of
respondents are agree and 20% of respondents are no opinion and 10% of respondents
are disagree and 10% of respondents are strongly disagree.
29
TABLE 4.7
OPINION ABOUT GROWTH AND LEARNING
In this table the researcher has made an attempt to find out the opinion about the
growth and learning
S.NO
OPINION
NO OF
RESPONDENTS
% OF
RESPONDENTS
Strongly agree
10
10
Agree
30
30
No opinion
20
20
Disagree
30
30
Strongly Disagree
10
10
TOTAL
100
100
Interpretation:
In the above table 10% of respondents are strongly agree and 30% of respondents
and 10% of respondents are strongly disagree
30
FIGURE 4.7
OPINION ABOUT GROWTH AND LEARNING
Interpretation:
In the above figure shows that 10% of respondents are strongly agree and 30% of
are disagree and 10% of respondents are strongly disagree
31
TABLE 4.8
COMPLETION OF THE TARGETS SET BY THE ORGANIZATION
In this table the researcher has made an attempt to find out the completion of the
targets set by the organization.
S.NO
OPINION
NO OF RESPONDENTS
% OF RESPONDENTS
Strongly agree
30
30
Agree
30
30
No opinion
20
20
Disagree
10
10
Strongly disagree
10
10
TOTAL
100
100
Interpretation:
32
FIGURE 4.8
COMPLETION OF THE TARGETS SET BY THE ORGANIZATION
Interpretation:
33
TABLE 4.9
IDENTIFICATION OF TRAINING NEEDS
In this table the researcher has made an attempt to find out the identification of
training needs.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
20
20
Agree
30
30
No opinion
20
20
Disagree
10
20
Strongly disagree
10
10
TOTAL
100
100
Interpretation:
34
FIGURE 4.9
IDENTIFICATION OF TRAINING NEEDS
Interpretation:
35
TABLE 4.10
IS PERFORMANCE APPRAISAL ALONE THE FACTOR IN DECIDING
PROMOTION
In this table the researcher has made an attempt to find out performance appraisal
alone the factor in deciding promotion.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
30
30
Agree
30
30
No opinion
20
20
Disagree
10
10
Strongly disagree
10
10
TOTAL
100
100
Interpretation:
36
FIGURE 4.10
IS PERFORMANCE APPRAISAL ALONE THE FACTOR IN DECIDING
PROMOTION
Interpretation:
37
TABLE 4.11
IS THAT YOUR SENIORITY ALSO HAVE BEEN CONSIDERED FOR
PROMOTION
In this table the researcher has made an attempt to find out that your seniority also
have been considered for promotion.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
30
30
Agree
20
20
No opinion
10
10
Disagree
20
20
Strongly disagree
20
20
TOTAL
100
100
Interpretation:
38
FIGURE 4.11
IS THAT YOUR SENIORITY ALSO HAVE BEEN CONSIDERED FOR
PROMOTION
Interpretation:
39
TABLE 4.12
IS THAT PERFORMANCE APPRAISAL RESULTS SOME BENEFITS
In this table the researcher has made an attempt to find out that your performance
appraisal results some benefits.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
30
30
Agree
20
20
No opinion
10
10
Disagree
20
20
Strongly disagree
20
20
TOTAL
100
100
Interpretation:
40
FIGURE 4.12
IS THAT PERFORMANCE APPRAISAL RESULTS SOME BENEFITS
Interpretation:
41
TABLE 4.13
REQUIREMENT OF AN EFFECTIVE APPRAISAL SYSTEM
In this table the researcher has made an attempt to find out that requirement of an
effective appraisal system.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
30
30
Agree
30
30
No opinion
20
20
Disagree
10
10
Strongly disagree
10
10
TOTAL
100
100
Interpretation:
42
FIGURE 4.13
REQUIREMENT OF AN EFFECTIVE APPRAISAL SYSTEM
Interpretation:
43
TABLE 4.14
IMPROVEMENT OF EMPLOYEES WITH THE HELP OF PERFORMANCE
APPRAISAL SYSTEM
In this table the researcher has made an attempt to find out that improvement of
employees with the help of performance appraisal system.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
50
50
Agree
20
20
No opinion
Nil
Nil
Disagree
20
20
Strongly Disagree
10
10
TOTAL
100
100
Interpretation:
In the above table 50% respondents have strongly agree and 20% of respondents
have agree and nil % of respondents have no opinion and 20 % of respondent have
disagree and 10% of respondent are have strongly disagree.
44
FIGURE 4.14
IMPROVEMENT OF EMPLOYEES WITH THE HELP OF PERFORMANCE
APPRAISAL SYSTEM
Interpretation:
In the figure shows that 50% respondents have strongly agree and 20% of
respondents have agree and
nil % of respondents have no opinion and 20 % of
respondent have disagree and 10% of respondent are have strongly disagree.
45
TABLE 4.15
THE PERFORMANCE APPRAISAL SYSTEM AIMS AT STRENGTHENING
THE APPRAISER AND APPRAISE RELATIONSHIP
In this table the researcher has made an attempt to find out the performance
appraisal system aims at strengthening the appraiser and appraise relationship.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
30
30
Agree
30
30
No opinion
12
12
Disagree
Strongly Disagree
10
10
TOTAL
100
100
Interpretation:
In the above table 30% respondents have strongly agree and 30% of respondents
have agree and 12 % of respondents have no opinion and 8% of respondent have
46
FIGURE 4.15
THE PERFORMANCE APPRAISAL SYSTEM AIMS AT STRENGTHENING
THE APPRAISER AND APPRAISE RELATIONSHIP
Interpretation:
In the above figure shows that 30% respondents have strongly agree and 30% of
respondents have agree and 12 % of respondents have no opinion and 8% of respondent
have disagree and 10% of respondent are have strongly disagree.
47
TABLE 4.16
IS APPRAISER GENERALLY SPENDS TIME AND DISCUSS WITH APPRAISE
ABOUT THEIR PERFORMANCE
In this table the researcher has made an attempt to find out the appraiser generally
spends time and discuss with appraise about their performance.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
20
20
Agree
60
60
No opinion
Nil
Nil
Disagree
10
10
Strongly Disagree
10
10
TOTAL
100
100
Interpretation:
In the above chart 20% respondents have strongly agree and 60% of respondents
have agree and nil % of respondents have no opinion and 10% of respondent have
48
FIGURE 4.16
IS APPRAISER GENERALLY SPENDS TIME AND DISCUSS WITH APPRAISE
ABOUT THEIR PERFORMANCE
Interpretation:
In the above chart 20% respondents have strongly agree and 60% of respondents
have agree and nil % of respondents have no opinion and 10% of respondent have
49
TABLE 4.17
FEEL ABOUT THE OBJECTIVITY OF THE PERFORMANCE APPRAISAL
SYSTEM
In this table the researcher has made an attempt to find out the feel about the
objective of the performance appraisal system.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
30
30
Agree
20
20
No opinion
10
10
Disagree
20
20
Strongly Disagree
20
20
TOTAL
100
100
Interpretation:
50
FIGURE 4.17
FEEL ABOUT THE OBJECTIVITY OF THE PERFORMANCE APPRAISAL
SYSTEM
Interpretation:
51
TABLE 4.18
IS THE PERFORMANCE APPRAISAL SYSTEM COMMUNICATED TO
PEOPLE IN ADVANCE
In this table the researcher has made an attempt to find out the performance
appraisal system communicated to people in advance.
S.NO
OPINION
NO OF
RESPONDENTS
% OF RESPONDENTS
Strongly agree
20
20
Agree
30
30
No opinion
10
10
Disagree
20
20
Strongly Disagree
20
20
TOTAL
100
100
Interpretation:
In the above chart 20% of respondents are strongly agree and 30% of respondents
52
FIGURE 4.18
IS THE PERFORMANCE APPRAISAL SYSTEM COMMUNICATED TO
PEOPLE IN ADVANCE
Interpretation:
In the above chart 10% of respondents are strongly agree and 20% of respondents
53
CHAPTER V
SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSIONS
5.1. FINDINGS
1. 60% of the employees are satisfied with the Performance Appraisal should be
followed periodically.
2. 40% of the employees are satisfied with the appraisal system facilitates growth
and learning.
3. 60% of the employees are satisfied with the performance appraisal system is
helpful to complete the target set by the organization.
4. 50% of the employees are satisfied with the identification of training needs.
5. 60% of the employees are agree with the performance appraisal is the deciding
promotion.
6. 50% of the employees are agree with the seniority is also have been considered
for promotion.
7. 50% of the employees are satisfied with that performance appraisal results some
benefits.
8. 60% of the employees are satisfied with the requirement of an effective appraisal
system.
9. 70% of the employees are satisfied with the improvement with the help of
performance appraisal system.
10. 60% of the employees are agree with the performance appraisal aims at
strengthening the appraiser and appraise relationship.
11. 80% of the employees are agree the appraiser spends time and disguss with the
appraise about their relationship.
12. 50% of the employees are agree with the feel about the objectivity of the
performance appraisal system.
13. 50% of the employees are satisfied with the performance appraisal system
communicated to people in advance.
54
5.2. SUGGESTION
1. Give extra training for the each employee in every day.
2. 20% of employees are not satisfied with their current performance. So improve
their training program.
3. Give training for each and every base of skills, such as knowledge Base, attitude
base and other skill base.
5.3. CONCLUSION
Performance appraisal is essential to understand and improve the employees
performance through HRD. In fact, performance appraisal is the basis for HRD. It was viewed
that performance appraisal was useful to decide upon employee promotion/transfer, salary
determination and the like. But the recent developments in human resources management
indicate that performance appraisal is the basis for employee development. Performance
appraisal indicates the level of desired performance level, level of actual performance and the
gap between these two. This gap should be bridged through human resources development
techniques like training, executive development etc. now we shall discuss this chapter in the
following lines.
55
BIBLIOGRAPHY
C.R.KOTHARI, Research Methodology, Wishva Prakashan, Second Edition,

2002
STEPHEN P. ROBBINS, Organizational Behaviour
www.google.com
www.answers.com
www.tvsiyengar.com
56
APPENDICES
QUESTIONNAIRE
A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN T.V.SUNDARAM
IYENGAR & SONS Ltd., MADURAI
1) Name:
2) Age :
21-30
31-40
41-50
3) Educational Qualification
HSC
UG
PG
Technical
4) Gender
Male
Female
5) Marital Status
Married
Unmarried
6) Experience
Upto 5 years
5 to 10 years
10 to 15 years
above 15 years
7) Performances appraisal system should be followed periodically in an organization

Strongly agree
Agree
Disagree
Strongly Disagree
No opinion
8) The appraisal system facilitates growth and learning in this organization

Strongly agree
Agree
Disagree
Strongly Disagree
57
No opinion
9) Is the performance appraisal system is helpful to completion of the target in the

organization?
Strongly agree
Agree
Disagree
Strongly Disagree
No opinion
10) What is your opinion about the objectives of the performance appraisal system
followed in the organization?
Strongly agree
Agree
Disagree
Strongly Disagree
No opinion
11) Is the feed back on performance appraisal alone be the factor is deciding your
promotion
Strongly agree
Agree
Disagree
Strongly Disagree
No opinion
12) Is that your seniority also have been considered for yours promotion
Strongly agree
Agree
Disagree
Strongly Disagree
No opinion
13) Is that your performance appraisal result has some benefits

Strongly agree
Agree
Disagree
Strongly Disagree
No opinion
14) Is the requirement of an effective appraisal system in order of your importance

Strongly agree
Agree
Disagree
Strongly Disagree
No opinion
15) I am able to improve myself with the help of performance appraisal system
Strongly agree
Agree
No opinion Disagree
58
Strongly disagree
16) The performance appraisal system aims at strengthening the appraiser and
appraise relationship through mutual understanding and trust
Strongly agree
Disagree
Agree
No opinion
Strongly disagree
17) The appraiser generally spends time and discuss with appraise their about
their performance ..
Strongly agree
Disagree
Agree
No opinion
Strongly disagrees
18) What do you feel about the objectivity of the pas conducted in your organization?
Strongly agree
Agree
Disagree
Strongly Disagree
No opinion
19) Is the type of appraisal system communicated to people in advance?

Strongly agree
Disagree
Agree
Strongly Disagree
59
No opinion

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CHAPTER I

Build and improve communication skills.

Obtain leadership experience.

Gain problem solving skills.

Meet people from a variety of backgrounds.

Learn to work effectively in a team environment.

Gain practical experience.

Bridging theory & practice:

strengths and weaknesses.

establish a plan of improvement.

Appraisals are arranged periodically according to definite plan.

1.4. NEED FOR PERFORMANCE APPRAISAL

Provided information about the performance ranks. Decision regarding salary

Provide information which helps to counsel the subordinate.

Provide information to diagnose deficiency in the employee regarding skill,

needs and to prescribe the

means for employee growth provides information for correcting placement.

To prevent grievances and in disciplinary activities as in the case of glaxo.

To create and maintain a satisfactory level of performance.

To contribute to the employee growth and development through training, self

To guide the job changes with the help to continuous ranking.

To facilitate fair and equitable compensation based on performance.

1.6. SCOPE OF THE STUDY

1.8. METHODOLOGY OF STUDY

Research instrument used

Percentage analysis, table graphs.

Products and Services :

T.V.S & Sons:

2.3 STRATEGIC BUSINESS UNIT CLASSIFICATION

2.4 SUBSIDIARIES AND BUSINESS CARRIEDOUT BY TVS & SONS

TVS & Sons- Quality Policy

Area: M/s. T.V.Sundaram Iyengar & Sons Limited, Madurai

Sample Size: 50 employees

Sampling Method: Convenience Sampling

3.9. SAMPLE UNIT

Statistical tool used for analyzing the data are:

21 years & above

nil % of respondents have no opinion and 20 % of

C.R.KOTHARI, Research Methodology, Wishva Prakashan, Second Edition,

STEPHEN P. ROBBINS, Organizational Behaviour

7) Performances appraisal system should be followed periodically in an organization

8) The appraisal system facilitates growth and learning in this organization

9) Is the performance appraisal system is helpful to completion of the target in the

13) Is that your performance appraisal result has some benefits

14) Is the requirement of an effective appraisal system in order of your importance

19) Is the type of appraisal system communicated to people in advance?

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