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com

A STUDY ON PERFORMANCE APPRSIAL SYSTEM AT


MANATEC ELECTRONICS EMPLOYEES IN
PUDUCHERRY

SUMMER PROJECT REPORT

Submitted by
M.JAYALAKSHMI
REGISTER NO: 27348315

Under the guidance of


Mr. G. BALA SENDHIL KUMAR, B.E., MBA, M.Phil
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE


PONDICHERRY UNIVERSITY
PUDUCHERRY, INDIA
SEPTEMBER 2007
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SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled “A STUDY ON PERFORMANC


APPRASIAL SYSTEM ” is a bonafide work done by M.JAYALAKSHMI [REGISTER
NO: 27348315] in partial fulfillment of the requirement for the award of Master of Business
Administration by Pondicherry University during the academic year 2007-2008.

GUIDE HEAD OF THE DEPARTMENT

Viva-Voce Examination held On _______________

EXTERNAL EXAMINER

1.
2.
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TABLE OF CONTENTS

ACKNOWLEDGEMENT……………………………..i

ABSTRACT……………………………………………..ii

LIST OF TABLES……………………………………...iii

LIST OF CHARTS………………………………………v

CHAPTER TITLE PAGE NO

I INTRODUCTION
1.1 Company Profile 1
1.8 Introduction to the study 16
II REVIEW OF LITERATURE 17
III OBJECTIVES OF STUDY 24
IV RESEARCH METHODOLOGY 25
V DATA ANALYSIS AND INTERPRETATION 29
VI FINDINGS OF THE STUDY 57
VII SUGGESTIONS AND RECOMMENDATIONS 58
CONCLUSION 59
VIII LIMITATIONS OF THE STUDY 60
SCOPE FOR FURTHER STUDY 61

ANNEXURES

I. QUESTIONNAIRE………………………………………..

II. BIBLIOGRAPHY………………………………………….
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ACKNOWLEDGEMENT
First and foremost, I am very thankful to the Lord Almighty for having best owned
upon his grace, without which I would not have got the strength to complete my course.
I express my gratitude to Mr. N. KESAVAN, chairman, Mr. M. DHANASEKARAN,
Managing director and Mr. S.V. SUGUMARAN, vice Chairman, Sri Manakula Vinayagar
Engineering College.
My special thanks to my college Principal Dr.V.S.K VENKATACHALAPTHY for
extending me moral support during the course of this work
I would like to extend our sincere thanks to Mr. S. JAYAKUMAR Head of the
Department of Management Studies for his valuable guidance throughout the preparation of
this project work.
It is a very great pleasure to thank my internal guide,
Mr. G. BALA SENDHIL KUMAR for his valuable suggestion, encouragement & unceasing
help rendered to me. It has been an honor & pleasure to work under him.
I also express my gratitude & respect to all faculty members of Department of
Management Studies for having encouraged me throughout the training & preparation of the
report.
I wish to place my performed gratitude & indebtness to Mr. R. MANANTHAN
Managing Director, of Manatec Electronics, puducherry for granting me to undergo my
training at this prestigious company.
I thank my external guide Mr. GANESHAN Senior manager HR &Admin Dept
Manatec Electronics for his immerse help and support rendered on me during my project. I
also express my gratitude & respect to all the staff members of Manatec Electronics mainly
Mr. KALAIVANAN Customer Service Department who helped me to do my project in
Manatec Electronics.
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ABSTRACT

In every organization various factors like promotion, training & development

program, incentives, rewards and various other factors are considered and given based on

their performance. So for this almost all the organizations conduct Performance Appraisal for

the employees.

Performance appraisal is the important tool to assess the performance of the employee

in the organization starting from small organization to large organization. Inefficient

performance appraisal system will directly or indirectly affects the functioning of the

organization’s objectives. This induced me to conduct a study on performance appraisal

system which is considered to be very vital for the success or decline of any organization.

The study is carried out in Puducherry. The duration of the study is one month .The

population is 250 with the sample size of 50.

This study includes various objectives like, to understand performance appraisal

system practiced in the organization, to know the employees awareness, and their satisfaction

level about performance appraisal system in the organization and it includes various scope

and limitation.

For this study questionnaire method is followed to collect the data and the research

design is descriptive.

The collected data are tabulated and analyzed using various statistical tools. With the

help of the tabulation various findings are given with some suggestions and recommendations

then the project is finally concluded.


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LIST OF TABLES

TABLE TITLE PAGE


NO NO
5.1 AGE OF THE RESPONDENTS 29

5.2 GENDER OF THE RESPONDENTS 30

5.3 MARITAL STATUS OF THE RESPONDENTS 31

5.4 EXPERIENCE OF THE RESPONDENTS 32

5.5 EDUCATIONAL QUALIFACTION OF THE RESPONDENTS 33

5.6 LEVEL OF PRESENT JOB 34

5.7 AWARE OF THE PERFORMANCE APPRASIAL SYSTEM 35

5.8 OBJECTIVES OF THE PERFORMANCE APPRASIAL 36


SYSTEM
5.9 TYPE OF THE PERFORMANCE APPRASIAL SYSTEM 37

5.10 PRESENT PERFORMANCE LEVEL 38

5.11 PRESENT APPRASIAL SYSTEM 39

5.12 PERFORMANCE APPRASIAL GIVES ADDITIONAL JOB 40


SATISFACTION
5.13 LEVEL OF ADDITIONAL JOB SATISFACTION 41

5.14 FREQUENCY OF PERFORMANCE APPRASIAL SYSTEM 42

5.15 COMPARESION OF FACTORS 43

5.16 FACTORS INDUCING TO INCREASE PERFORMANCE 45

5.17 PERFORMANCE APPRASIAL SYSTEM INCREASE SELF 47


DEVELOPMENT
5.18 PROGRAMME TO IMPOVE PERFORMANCE 47

5.19 LEVEL OF SELF DEVELOPMENT 48

5.20 KIND OF PROGRAMME 49

5.21 FEEDBACK EFFECTIVNESS 50

5.22 SATISFACTION LEVEL OF PERFORMANCE APPRASIAL 51


SYSTEM
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5.23 FEEDBACK ABOUT APPRASIAL 52

5.24 LOW PERFORMANCE LEVEL 52

5.25.1 ANALYSIS OF OPINION OF RESPONDENTS REGARDING 53


LEVEL OF PRESENT PERFORMANCE AND KIND OF
PROGRAMME (CHI SQUARE TABLE )

5.26.1 ANALYSIS OF RANKING GIVEN BY RESPONDENTS 55


REGARDING TO FACTOR TO INCREASE PERFORMANCE
(USING WEIGHTED AVERAGE METHOD)

5.27 ANALYSIS OF OPINION OF RESPONDENTS REGARDING 56


LEVEL OF ADDITIONAL JOB SATISFACTION AND
SATISFACTION OF PERFORMQNCE APPRASIAL SYSTEM
(CORRELATION)

LIST OF CHARTS
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TABLE TITLE PAGE


NO NO
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5.1 AGE OF THE RESPONDENTS 29


5.2 GENDER OF THE RESPONDENTS 30
5.3 MARITAL STATUS OF THE RESPONDENTS 31
5.4 EXPERIENCE OF THE RESPONDENTS 32
5.5 EDUCATIONAL QUALIFACTION OF THE RESPONDENTS 33
5.6 LEVEL OF PRESENT JOB 34
5.7 AWARE OF THE PERFORMANCE APPRASIAL SYSTEM 35
5.8 OBJECTIVES OF THE PERFORMANCE APPRASIAL 36
SYSTEM
5.9 TYPE OF THE PERFORMANCE APPRASIAL SYSTEM 37
5.10 PRESENT PERFORMANCE LEVEL 38
5.11 PRESENT APPRASIAL SYSTEM 39
5.12 PERFORMANCE APPRASIAL GIVES ADDITIONAL JOB 40
SATISFACTION
5.13 LEVEL OF ADDITIONAL JOB SATISFACTION 41
5.14 FREQUENCY OF PERFORMANCE APPRASIAL SYSTEM 42
5.15 COMPARESION OF FACTORS 43
5.16 FACTORS INDUCING TO INCREASE PERFORMANCE 45
5.17 PERFORMANCE APPRASIAL SYSTEM INCREASE SELF 47
DEVELOPMENT
5.18 PROGRAMME TO IMPOVE PERFORMANCE 47
5.19 LEVEL OF SELF DEVELOPMENT 48
5.20 KIND OF PROGRAMME 49
5.21 FEEDBACK EFFECTIVNESS 50
5.22 SATISFACTION LEVEL OF PERFORMANCE APPRASIAL 51
SYSTEM

CHAPTER 1
INTRODUCTION
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MANATEC ELECTRONICS was established in the year 1987 with this lone

objective of taking the challenges of designing top quality service station equipments to meet

the technological revolution.

Manatec considers itself as a part of the eco-drive .It manufactures eco-friendly


products and mode importantly in the eco-friendly conditions. Accepting the responsibilities
towards the next generations the company considers itself as the part of the “save the earth”
program.
It is an ISO 9001 company. Certified and accredited by the council in July
1998.Manatec is the only ISO 9001 certified manufacturer of garage equipments in India and
of a very few in the world.
It is the first company in India to design installs computerized on-line track setting

equipment in the assembly time of Ashok Leyland ltd, Hosur. It is the only company, which

has developed a Digital Toe Aligner for heavy vehicles. The company is well equipped with

in- house R&D department.

1.1 Product approvals:

Product approvals from HUNDAI, FORD, SUZUKI, TELCO, PEUGEOT,

FIAT, EICHER, MAHINDRA & MAHINDRA, JK TYRES, CEAT TYRES etc., shows their

confidence on the quality and services of MANATEC.

1.2 Awards:
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Manatec has received many awards, recognitions & accreditations. Teamwork is the core

factor that makes this organization as emerging leader in all fronts. The awards, recognitions,

associations & accreditations are self-explanatory. The company believes in “Success by

Motivations” and these awards are stepping stones for our ultimate objective. Various

government of India awards was conferred to Manatec including the prestigious “President of

India” Award for the company’s achievements in diverse fields.

These are some of the prestigious award received by Manatec:

1. National Award for Best Entrepreneur & Quality products in Small Scale Sector.

2. Best Productivity Performance Award.

3.”ISO 9001 Accreditation Certificate” from KPMG Quality Registrar, USA.

4. Award for Excellence in R&D (electronics) for the year 1996.

5. Best R&D Efforts Award from Prof. Murali Manohar Joshi.

1.3 Electronics facilities:

 Well-equipped electronics lab in 3000-sq.feet area.

 Equipment Endurance Testing facilities

- Hot, cold and climate chambers

 Equipments validations facilities

- In-hour developed elaborate test beds, special tools, customized test jigs

 In-hour PCB CAD facility

1.4 Mechanical Facilities:


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 Excellent Mechanical Engineering Divisions

- Floor space of 2000 sq.feet.

- Supports all prototyping activities

 Tool room

- Latest machines

- Highly skilled manpower

- Can make any intricate, precision plastic moulds, press tools, jigs, fixtures etc

 In –house machine shop

- To fabricate:

Sheet metal enclosures

Complex aluminum

Gun metal

Stainless steel parts

Manatec, growing organizations, is in the process of expanding itself towards

globalization.

Manatec located at puducherry, has a massive production facilities, infrastructures,

expertise &more importantly experience for past two decades.

Today Manatec is emerging as a truly global player in the automotive aftermarket with clear

goals and vision on Total Customer Satisfaction

The company has twelve main departments namely;


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1. Human resource department


2. Planning department
3. Purchase department
4. Stores department
5. Quality department
6. Assembly & testing department
7. Mechanical department
8. Production department
9. Commercial department
10. Marketing department
11. Accounts department
12. Customer service department

1.5 GENERAL PROFILE OF THE COMPANY


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Name : MANATEC ELECTRONICS

Address : C-22, 23& 30, Industrial Estate,


Thattanchavady,
Puducherry – 605009.

Incorporation : 1987

Symbol :

Chairman & M.D


Of the company : Mr.R.Mananathan

Auditor : Mr. Manohar Chowdri

Factory Manager : Mr. S. Vijayaraghavan

Register Office : Puducherry

Branches
of the company : Delhi, Chennai, Bangalore, Mumbai, and Kolkata.

Office Timing : 8.30 am to 5.30 pm

Working days in a week : 6 Days

1.6 HR & Administration Department


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The Human Resource Department deals with the employees’ recruitment, training

appraisals, etc. The Administration department deals with the management activities of the

company.

1.6.1 Service Regulations and Rules of Manatec

1.6.1.1 Grade and Salary Structure:

Grade:
The employees are graded as Junior Staff (J) Senior Staff (S) Managerial Staff (M)
E.g.: Grade SllZA means Senior Staff GradeII working in zone and ‘A' training.

Training:
Normally, the fresh appointees have to undergo two terms of training A and B Each for
one year period.
During these periods, the salary will be consolidated and the following benefits are
applicable:-
 Casual leave: 3 days p.a trainees will not be entitled for any other leave except for
the days on which the factory declares a holiday.
 CCA(for zonal employees)
 Uniform - after 1 month from the date of joining, if applicable
 Overtime wages if applicable.
 Notice period for resignation.
 Statutory benefits as per law.

Salary:
Salary is paid on 1st of every month-For senior grade.
Salary is paid on 5th of every month-For junior grade.
ESI at 1.75% and PF at 12% are deducted from the salary as contribution
From employee.
The company contributing 4.75% for ESI

1.6.1.2 Allowance and Welfare:


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 ATA- Attendance Allowance.


 HRA- House Rent Allowance.
 CVA- Conveyance Reimbursement
 LNA- Lunch Allowance.
 CCA- City Compensatory Allowance.
 SVA- Service Allowance.
 SPA- Special Allowance.
 MDA-Medical Reimbursement.
 MZA-Magazine Reimbursement.
 EZA- Education Allowance.
 RLA- Relocation Allowance.
 VRA- Vehicle reimbursement.

Attendance Allowance – Rs.150/-per month for 100% attendance.


Rent Allowance – Given according to the grade wise.
Conveyance Allowance – Rs. 375/-per month.
Lunch Allowance – Rs. 500/-per month.
Service Allowance
 If the employer completes 10 years of service, he is rewarded with a gold coin.
 If the employer completes 15 years of service, he is provided with a tour package.
Medical Reimbursement –Taken according to the grade wise.
Magazine Reimbursement –Taken according to the grade wise.
Educational Allowance (every month Rs.100/-per child for 2 children).

Other Welfare:
Children Book Allowance (yearly once Rs.1000/-per child for 2 children).
Uniform and Shoes:
Uniform – 2 sets of uniform in the odd years and 1 set in the even years.
Washing Allowance – Rs.35/- per month

Marriage gift – Equal for all grades.


Maternity leave for 3 months (according to days).
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Newborn baby gift – Equal for all grades.


Top Rankers award for 10th and 12th STD students (employees children).

Sport activities:
For employees within the company:
 Internal games – Table Tennis, Carom etc.
 External games – running, etc.
1.6.1.3 Overtime:
 Junior staff of administration department is only eligible for over time wages,
overtime wages will be twice the basic pay calculated on hourly basis.
 . All other employees, working extra hours will be given due consideration
during performance appraisal.
1.6.1.4 Leave and Absenteeism:
Leave and sanctioning authorities:-
Junior &Senior grade employees, who want to avail leave, must get the,
Leave sanctioned from their DIC’s in advance before availing
the same for managers and above leave will be sanctioned by MD
Half day leave
Employees who are applying half day leave in the afternoon, should give
Proper leave letters if anybody, who leaves the work spot with half day leave without giving
proper leave form, will be treated as absent and salary cut will be effected whether leave is
available in their account or not.

1.6.1.5 Punctuality and Permissions:


All employees are expected to be punctual in attending the duty, for each late
coming in a calendar month, one day CL will be deducted.

1.6.1.6 Retirement:
An employee who completes 58 years of age shall retire from the
service. The Age for retirement will be calculated based on the date of birth
particulars Mentioned in birth certificate

1.6.1.7 Leave travel Concession:


 Employees who have completed a minimum of 2 years or more ( from the
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Date of confirmation) of continuous service in the company.


 Senior and Managerial grade employees are eligible for LTC.
1.6.1.8 Telephone and Mobile:
Telephone at residence:
 The rent will be paid by the company.
 Telephone bills will be paid by the company for official STD or ISD calls.

Mobile Phone and SIM card:


 Mobile phone will be issued to the selected employees for the purpose of
effective official communication.
 SIM card selection will be based on the location and requirement
 While proceeding on long leave, the phone should be handed over to office.

1.6.1.9 Library:
Library is available under the control of R&D department .The library has, as
much as books on different topics.
The books can be retained only for 15 days, for any loss of book the value will be
recovered from the employee.

1.6.1.10 Demonstration Kits:


Sales engineers / service engineers have to carry demo or service kit for official
purpose. Such demo kits will be signed and taken by the concerned employee while going
on official tour. It is the duty of such kits as they are very costly. In the event of loss or theft
of the kit during official tour, the employee will be solemnly responsible for the loss and the
value of the cost kit will be recovered from the employees.

1.6.1.11 Performance Appraisal:

 From the date of joining, an induction trainee will be there for 1week-2
months depending upon employee.
 An employee has to undergo 6 months provision period, after the provision
period only an employee will be permanent to the job.
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 In Manatec, the performance appraisal will be done for all employees once in
a year.
 The HR department will forward the appraisal form to the HR section, the
complete incident / remark about the employee for past one year along with
the measures of performance, parameters and VST- (Value Skill Threat)
parameters for proper evaluation and feedback is made.
 The superior will asses the performance of the subordinate
 The superior will forward the employee appraisal to boss.
 The boss will put up his recommendation to the HR department.
 HR department will subject to management for final assessment and grant up
the increment and return to HR department.
 HR department will prepare performance feedback letter indicating the
revised salary, promotion etc, and also give the feedback about the positive
and negative points and also the area should improve for their improved
performance.

1.6.1.12 Increment:
The employees are eligible for annual increment for each grade is given in the
salary structure. The increment shown is, under normal performance levels for poor/excellent
performance the management may reduce or enhance the increment

1.6.1.13 Resignation:
They are classified as 2 category i.e., normal and abnormal resignation.
Normal Resignation:
If an employee wants to resign his/her job he must first inform to his immediate
superior and then he will forward to administration department through their HOD/DIC by
proper channel mode and then it will be back within 7 days to the consent employee.

Abnormal Resignation:
If an employee performance is not satisfactory and his performance is poor the
management may give resignation letter to that employee.

1.6.1.14 Termination:
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By giving the respective notice period/ gross pay in lieu of notice based on that,
gross pay will be calculated and paid to the employee in lieu of notice.

If the employee is terminated:


 He is not eligible for EL encashment, medical allowance, exgratia payment etc.
 He is also not eligible for service certificate.

1.7 The products produced by Manatec are:


1) Tyre Changer

2) Wheel Aligner

3) Wheel Balancer

4) Tyre Inflator

5) Two – Post Lift

6) Head Lamp Aligner

7) Diesel – Smoke Meter

Tyre Changer
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Model - TC-XL-40

This machine is used to change the tyre


automatically with less manual power. It is used
for mounting & de-mounting the tyres of bus, car,
etc.

Wheel Balancer

Model - WB-DL-50

Wheel Balancer is used to balanced


the wheels, (i.e.) the inner balance & outer
balance.
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Tyre Inflator

Model - Air – O – matic D

Tyre Inflator is used to check the


air pressure in the wheels of the vehicles.
This automatically inflates air into the
wheels according to the capacity of the
vehicles. In case of excess air, deflation
takes place automatically.

Two Post Lift

Model - RHIND 3S

This is used in the service station for


lifting cars & LCV’s up to 3 tons capacity 7
the minimum space required to fit this
machine is about 3500 feet. By using this
machine the vehicles can be lifted up to a
height of 150 to 1875mm

Model - HLA 1000 LX

The Head Lamp Aligner is used to


check and align the Head Lamp beams of
all cars, LCV’s and Trucks.
Head Lamp
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Wheel Aligner

Model - ARJUN or Pac

This machine is used to align the


wheels for the vehicle within the required
Angles between the front 7 rear wheels.
This machine was introduced with Dos
based software and then with Windows
based software.

DIESEL SMOKE METER


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Model – ECO smoke

Diesel smoke meter is capable of


measuring smoke opacity of diesel vehicle
exhaust in percentage opacity and K – Value
with measurement of RPM &engine oil
temperature. It weighs 7 Kg

1.8 Introduction to the study


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The most valuable asset for a company is its people. Whist all other assets depreciate

over a period of time, people as an asset appreciate over a period of time. Longer a person has

been with a company; greater is his value in terms of experience & contribution, and

therefore, his price.

An organization’s goals can be achieved only when people put in their best efforts.

How to ascertain whether an employee has shown his or her best performance on a given job?

The answer is performance appraisal.

CHAPTER 2
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REVIEW OF RELATED LITERATURE

2.1 Performance Appraisal - Definition

“The overall objective of performance appraisal is to improve the efficiency of an


enterprise by attempting to mobilize the best possible efforts from individuals employed in it.
Such appraisals achieve four objectives including the salary reviews, the development and
training of individuals, planning job rotation and assistance promotions”.
-CUMMINGS

“Performance Appraisal is the systematic, periodic and an impartial rating of an employee’s


excellence in matters pertaining to his present job and his potential for a better job”
-FLIPPO

2.2 Characteristics of Performance Appraisal

The main characteristics of performance appraisal are as follows.

 Performance appraisal is a process consisting of a series of steps.


 It is the systematic examination of an employee’s strengths and weaknesses in
terms of the job.
 Performance appraisal is a scientific or objective study.
 It is an ongoing or continuous process wherein the evaluations are arranged
periodically according to a definite plan.
 The main purpose of performance appraisal is to secure information necessary for
making objective and decisions on employees.

2.3 Advantages of Performance Appraisal


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1. It provides information for making and enforcing decisions about promotions, pay

increases, lay off transfers.

2. It serves to guide employee development.

3. It puts a psychological pressure on people to improve performance on the job.

4. It serves to maintain fair relationships in groups.

5. It makes executives more observant of their subordinates.

6. It serves as a means for evaluating the effectiveness of devices used for the selection

and classification of workers.

7. Wage increase may be justified.

8. Deficiencies and shortcoming may be removed.

9. Employee may also introspect himself in the light of performance.

2.4 Factors Affecting Performance Appraisal Systems

Performance appraisal programs are affected by some factors. Therefore for


implementing good appraisal systems the following are necessary.

1. It should be easily understandable. The forms, which are more difficult to read and
understand, are not effective performance appraisal systems.

2. The appraisal programs must have support of all line people who administer it. If line
people think it is too theoretical, too ambitious, and too unrealistic or that it has been
foisted on them by ivory – tower staff consultants who have no comprehension of the
demands on the time of the line operator.

3. The appraisal system should fit the organizational operations and structure the form
constructed and the factors framed should be suitable for the organizational culture
and structure.

4. The appraisal system should be valid and reliable.

5. The performance appraisal programs should have built in incentives.

6. The appraisal form should be periodically evaluated to ensure that it meets its purpose
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2.5 Steps of Performance Appraisal

Establishing standards of performance

Communicating performance appraisal

Measuring actual performance

Comparing actual performance with standard laid

Discussion of appraisal with employees

Corrective actions

2.6 The Way Forward Process

Performance appraisal
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Rewarding
Performance Competencies Career development
& Successions
Planning

Training &
Development

It is essential that every employee enjoy the benefit of looking at his


performance appraisal at least once in a year. A manager should analyze the performance of
the employees objectively against the set standards. It is desirable for the manager to meet and
discuss with the employees about the appraisal process before writing as it fosters mutual
understanding of the process and to that extent it enhances the employees’ acceptance of the
outcome.

2.7 Performance Appraisal System Attributes: Clarity, Openness, and Fairness

The performance appraisal system must possess the attributes of clarity, openness, and
fairness. These attributes are related to the historic values of the student affairs profession.
While specific implementation of these attributes may vary, the following should be
represented in effective performance appraisal:

2.7.1 Ongoing Review of Position and Performance - Effective performance


appraisal systems conduct ongoing evaluations of both the position and the staff member
occupying it. With ongoing position analysis and performance appraisal, there are few
surprises, and changes in the environment are quickly incorporated into the official appraisal
system.

2.7.2 Job Descriptions - Job descriptions should be reliable, valid, understandable, and
specific enough to provide direction for staff behavior. Job descriptions should focus on what
the staff member does (e.g. advises the student government association) and what outcomes
are expected. These outcomes should be clearly linked to departmental and institutional
objectives and needs.
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Job descriptions should use action words such "plans" or "supervises" rather than
"demonstrates initiative" or "is likable." Job descriptions should provide guidelines for staff
so they know the specific behaviors expected to perform. The responsibilities of the staff
member should be listed in order of importance and weighted relative to importance, if
possible.

2.7.3 Participatory and Interactive Appraisal - Appraisal system processes should be


designed in concert with all stakeholders and open to constant interaction with them. Plans
made jointly by staff and administrators have a better chance of working than plans made
independently by either party.

2.7.4 Workable formats that Avoid Systemic Bias - Effective performance appraisal
systems must include workable formats that avoid systematic biases. Checklists of
performance criteria completed at the same time every year should be avoided. This type of
approach simply fails to produce any useful information for individual or organizational
improvement.
Other biases include giving preferential treatment to some but not all staff, rating all staff the
same, being overly lenient or overly harsh toward some or all staff, and practicing conscious
or unconscious racial or gender prejudice.
Adopting a format that includes the standards of clarity, openness, and fairness and that
involves more than one appraiser may help to control some of these biases.

2.8 Susan M. Heathfield of

The Traditional Performance Appraisal Process


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Says, “Managers cite performance appraisal as the task they dislike the most. This
is understandable given that the process of performance appraisal, as traditionally practiced, is
fundamentally flawed. It is incongruent with the values-based, vision-driven, mission-
oriented, participative work environments favored by forward thinking organizations today. It
smacks of an old fashioned, paternalistic, top down, autocratic mode of management which
treats employees as possessions of the company.”

2.9 Bacal’s of

Performance Management & Appraisal and Work-Related Articles

Says, “Performance management and performance appraisal (or employee reviews,


annual reviews, etc) are some of the most misused tools anywhere. A fortune is wasted on
inept processes, poor forms, and result from mistaken ideas about what performance
management is for, and why we do it.”

2.10 Gerard McLoughlin of

How to Prepare for a Performance Appraisal

Says, “Performance appraisal should be treated as an ongoing developmental


process rather than a formal once-a-year review. Both employee and reviewer to ensure that
targets are being achieved should closely monitor it. By preparing yourself diligently and
demonstrating a willingness to co-operate with your reviewer to develop your role, you will
create a positive impression.
To enable you to assess your own performance as objectively as possible, try to view it from
your manager's perspective. Make sure you are conversant with the company's assessment
policies and procedures.’’

2.11 From DULEWICZ

Says that "... A basic human tendency to make judgments about those one is working
with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In the
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absence of a carefully structured system of appraisal, people will tend to judge the work
performance of others, including subordinates, naturally, informally and arbitrarily.
Performance appraisal systems began as simple methods of income justification. That is,
appraisal was used to decide whether or not the salary or wage of an individual employee was
justified.

The process was firmly linked to material outcomes. If an employee's performance was found
to be less than ideal, a cut in pay would follow. On the other hand, if their performance was
better than the supervisor expected, a pay rise was in order.

2.12 From KREIN

Says, “Appraisers should not confront employees directly with criticism. Rather, they
should aim to let the evidence of poor performance emerge "naturally" during the course of
the appraisal interview. This is done by way of open-ended questioning techniques that
encourage the employee to identify their own performance problems.

CHAPTER 3

OBJECTIVES OF THE STUDY


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PRIMARY OBJECTIVE:

 To understand the Performance Appraisal System practiced in Manatec Electronics

SECONDARY OBJECTIVE:

 To know the employees awareness & level of satisfaction about the Performance
Appraisal practiced in the organization

 To identify the factors inducing to increase the performance of an employee

 To know the factors necessary for appraising the employees.

 To provide suggestions to the management in improving Performance Appraisal


System.

CHAPTER 4
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RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the research problem.

4.1 RESEARCH – MEANING AND DEFINITION

Research is an art of scientific investigation. The advanced learner’s dictionaries


of current English lay are down the meaning of research as, “a careful investigation (or)
inquiry especially through search for new facts in any branch of knowledge”. Redmen and
Mary define research as a “systematic effort to gain knowledge”...

4.2 RESEARCH DESIGN

A research design is purely and simply the framework or plan for a study that
guides the collection and analysis of data. Generally a research design is a blue print of the
research that is to be followed in completing the study.

It is descriptive research type are those, which are concerned with describing the
characteristics of a particular individual or of a group, where we cannot control the variables

4.3 SAMPLING DESIGN

Population : 250 Members

Sampling Unit : Employees

Sample Size : 50 nos.

Sampling Procedure : Simple Random Sampling (probability sampling)

4.4 METHOD OF DATA COLLECTION:


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4.4.1 Primary data are measurements observed and recorded as part a study to collect original
data. I.e. to conduct first hand investigation.

4.4.2 Secondary data was collected with the help of

 Company records

 Annual Reports

 Product Catalogue

 Discussion with the personnel manager and staff.

4.5 RESEARCH INSTRUMENT:

Questionnaire was used to conduct the survey among 50 employees which


includes open-ended and closed ended questions

4.5.1 Open – ended questions:

A question which requires the respondent to answer it in his own words.

4.5.2 Closed ended question:

Likert scale:

A scale by the likert method in which subjects are given a number of statements
and asked to indicate their agreement or disagreement with those statements.

Dichotomous question:

Here the respondents are under the obligation to answer between two clear cut
alternatives like ‘YES’ or ‘NO’.

4.6 TOOLS FOR ANALYSIS:


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For the analysis of data and its interpretations, various tools of research were used.

i. Percentage Method:

It refers to special kind of ratio. It is used to making comparisons between two


or more series of data. Percentages are used to describe relationships.

Percentage = No. Of Respondents X 100


Total No. Of Respondents

ii. Chi-Square Test:

It is one of the simplest and most widely used non-parametric tests, in


statistical work. The quantity describes the magnitude of discrepancy between theory and
observation. i.e. with the help of 2 test we can know whether a discrepancy between theory
and observation can be attributed to chance or whether it results from the inadequacy of the
theory to fit the observed facts.

The formula for computing chi-square ( is as follows

 

iii Weighted Average Method


In the Weighted Average Method, the weighted average can be calculated by the
following formula
XW = WX/X
Here XW represents the weighted average
“X1, X2, X3, X4,………..Xn” represents the value for variable values
“W1, W2, W3, W4 …Wn” represents the weight age given to the variable.

Steps
 Multiply the weights (W) by the variables (X) to obtain WX
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 Add all WX to obtain WX


 Divide WX by sum of the weights (X) to get weighted average.

iv Rank Correlation
Rank Correlation is the technique of determing the degree of correlation
between two variables in case of ordinal data where ranks are given to the different values of
the variables

Spearman’s Coefficient of Correlation (or) r = 1- 6di2


n (n2-1)
di = difference between rank of the two variables
n = number of pair of observations

CHAPTER 5
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ANALYSIS AND INTERPRETATION

TABLE 5.1
Age of the Respondents

Opinion No of respondents Percentage (%)


Less than 25 7 14.0
25-35 29 58.0
35-45 12 24.0
45-55 1 2.0
Greater than 55 1 2.0
n d en ts

g e of th e R esp o n
A d en ts
N o o fR e sp o

2 5
< 2 5- 35 3 5- 45 45 -5 5 5 5
>
0

1 0

1 5 9
2

0
2

5
2

0
3

Ag
e o f th e R e
s pon
de n
t s

Total 50 100.0

Inference
58% of the respondents belong to the age of 25-35 years
24% of the respondents belong to the age of 35-45 years

CHART 5.1

TABLE 5.2
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Gender

Opinion No of respondents Percentage (%)


MALE 37 74.0
FEMALE 13 26.0
n d en ts
G en d
e r

N o o fR e sp o
MA
LE E MA L E
F

0
1

0
2 7
3

0
3

0
4
Gender

Total 50 100.0

Inference
From the above table it is inferred that 74% of the respondents are male and 26% of the
respondents are female.

CHART 5.2
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TABLE 5.3

Marital Status

Opinion No of respondents Percentage (%)


Married 28 56.0
Unmarried 22 44.0
Total 50 100.0
d en ts
e sp o n

Mar ita l S
t at u
s

M ar rie d U nm a r ied
o o f R

0
5
N

0
1

5
1 2 8
2 0

2 5
3 0

Marit alStat u
s

Inference
From the above table it is inferred that 56% of the respondents are married and 44%
Of the respondents are unmarried.

CHART 5.3
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TABLE 5.4

Experience

Opinion No of respondents Percentage (%)


LESS THAN 2 13 26.0
2-4 21 42.0
4-6 7 14.0
GREATER THAN 6 9 18.0
Total 50 100.0

Inference
26% of the respondents belong to the experience of less than 2 years.
42% of the respondents belong to the experience of 2-4 years.
18% of the respondents belong to the experience of greater than 6 years.
t s
d e n

E xp e rie n ce
o n

THAN6
f R es p

EST
L HAN
2 2 -4 -6
4 RE
G AT
ER
0
No o

0
1 2 1
5
1

0
2

5
2

Exper ie nce

CHART 5.4

TABLE 5.5
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Educational Qualification

Opinion No of respondents Percentage (%)


Illiterate 1 2.0
Secondary 3 6.0
t s

Ed u
c a
t io n
a lQ u a
li fic a tio n
d e n

I lit er alt e S
e co n
d ar y D ip lo m a UG G
P
o n

0
f R es p
No o

0
1

5
3
0
2

0
3

0
4

Ed
ucationalQuali fi cati on

Diploma 8 16.0
UG 35 70.0
PG 3 6.0
Total 50 100.0

Inference
From the above table it is inferred that 16% of the respondents are Diploma, 70% of the
respondents are UG and 6% of the respondents are PG.

CHART 5.5

TABLE 5.6
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Describe Present Job

Opinion No of respondents Percentage (%)


Challenging 9 18.0
Interesting 37 74.0
Normal 4 8.0
Total 50 100.0

Inference

From the above table shows that 18% of the respondents have said that their present job
t s
de n
pon

e sc ri eb P re se n
D t Jo b
h al le ng in g
C In ter es tin g o rm a l
N
N o o fR e s

0
1

0
2 7
3

0
3

0
4
Desc ribe Pre se nt Job

is challenging and 74% of the respondents have said that their present job is interesting and

8% of the respondents have said that their present job is normal.

CHART 5.6

TABLE 5.7
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Aware of Performance Appraisal

Opinion No of respondents Percentage (%)

Yes 50 100.0

Inference

From the above table it is found that 100%of the employees are having awareness about
the grading provided in the performance appraisal system.
d en ts

p p ra si al
A
w a re o fP e rfo rm a n
A c e
e sp o n

Yes

0
o o f R

0
1
N

2 0

0
5
3 0

4 0

5 0

Appras ial
Aware ofPer f orman
ce

CHART 5.7

TABLE 5.8
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Objectives Performance Appraisal

Opinion No of respondents Percentage (%)


Yes 46 92.0
No 4 8.0
Total 50 100.0

Inference:

From the above table it is found that 92% of the employees are aware of the

objectives of performance appraisal system, only 8% of them are unaware about the

objectives of performance appraisal system.


O b je cti ve s P
e rfo rm a n ce A p ra si al
t s
d e n

Ye
s o
N
0
o n
f R es p

0
1
No o

0
2
4 6

0
3

0
4

0
5

Obj ec ti ves Per forman


c e Apprasi al

CHART 5.8

TABLE 5.9
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Type of Performance Appraisal

Opinion No of respondents Percentage (%)


Open System 1 2.0
confidential system 48 96.0
Total 50 100.0

Inference:

From the table it is found that 2% of employees are followed with open-system and for
y p eo f P
T e rf ro ma n ce A p ra si al
t s

sy st e
m
d e n

Op e
n S y ste m co n
f id en ti a
l 3
o n

0
f R es p

0
1
No o

0
2
4 8

0
3

0
4

0
5

Type ofPer f ormance Appras ial

96% of employees confidential system is followed.

CHART 5.9

TABLE 5.10
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Present Performance Level

Opinion No of respondents Percentage (%)


Good 10 20.0
Fair 30 60.0
Needs Improvement 10 20.0
Total 50 100.0

Inference:

From the above table shows that 20% of the respondents opinions were good, 60%of

the respondents opinion were fair and 20% of the respondents opinions were needs
r es en t P
P e rf o
r m
a n ce L ev el
t s
d e n

I m
p ro v
e m en t
o o d
G a ir
F e ed s
N
o n
f R es p

5
No o

0
1

5
1 3 0

0
2

5
2

0
3

Pres en
t Per f ormance Level

improvement towards performance level.

CHART 5.10

TABLE 5.11
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Present Appraisal System

Opinion No of respondents Percentage (%)


Satisfied 40 80.0
Partially Satisfied 10 20.0
Total 50 100.0

P re se n
t Ap p
ra si al S ys tem
t s

a tis if ed
S P ar tia ly S at isf ied
d e n

0
o n
f R es p
No o

0
1

0
2 4 0

Inference:
0
3

0
4

Pre se nt Aprasial Syste m

From the above table shows that 80% of the respondents were satisfied, 20% of

respondents were partially satisfied towards performance appraisal system.

CHART 5.11

TABLE 5.12
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Performance Appraisal Additional Satisfaction

Opinion No of respondents Percentage (%)


Yes 49 98.0
No 1 2.0
Total 50 100.0

Inference:

From the above table shows that about 98% of the respondents have said that were

additional job satisfaction towards the performance appraisal and 2% of the respondents have

no such additional job satisfaction.


t s

P er fo rm a n
c e A
p p ra sia l A
d d it on a lS ati sf ac tio n
d e n

e s
Y No
o n

0
f R es p
No o

0
1

0
2
4 9
0
3

0
4

0
5

Per forman
c e App
r asi alAddit ional Satis fact ion

CHART 5.12

TABLE 5.13
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Level of Add Job Satisfaction

Opinion No of respondents Percentage (%)


At Very High Level 4 8.0
High Level 38 76.0
Moderate 8 16.0
Total 50 100.0

Inference:

From the above table shows that the level of additional job satisfaction 8% of the
respondents at very high level and 76% of the respondents have that their level of additional
t s
d e n

L ev el o fA d d
J o b Sa tis fa cti o
n
L ev el
o n

A t eV ry H ig h i g
H h L ev el Mo
d er ate
f R es p

0
No o

0
1

0
2 3 8

0
3

0
4

Levelof AddJobSati sf acti on

job satisfaction is high and 16% of the respondents have said their have of additional job
satisfaction is moderate.

CHART 5.13

TABLE 5.14
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Frequency of PA

Opinion No of respondents Percentage (%)


Quarterly 4 8.0
Half-yearly 1 2.0
Annually 45 90.0
Total 50 100.0

Inference:

From the table it is found that 8% of employees, the time span for conducting the
performance appraisal process is quarterly, for 2% of employees the time span is half-yearly,
for 90% of employees the time span is annually . For majority of employees annual time span
r eq u en cy o fP er fo rm a n
F c eA p p ra sia l
t s

Q u art er ly a lf -y ea rly
H n n u
A a ly
d e n

0
o n
f R es p

0
1
No o

0
2
4 5

0
3

0
4

0
5

Frequen
c yofPerformance Aprasial

is followed.
CHART 5.14

COMPARASION OF FACTORS APPRAISING THE EMPLOYEES


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TABLE 5.15

Relation
with
Commi Superior
tment Job and Leadershi Commu
of Disciplin Knowle Attendan Subordin Plan of Decision p nication
Opinion Work e dge ce ates Work Making Qualities Skills

X Y X Y X Y X Y X Y X Y X Y X Y X Y
Agreed
43 86 48 96 48 96 44 88 42 84 43 86 48 96 42 84 26 52

Partially
6 12 2 4 2 4 6 12 8 16 7 14 2 4 8 16 24 48
agreed
Disagree
1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
d

X = No of respondents

Y = Percentage (%)

Inference

From the above table it is found that, majority of the employees are agreed to the factors
of inducing to increase their performance, mainly to the factors of Discipline 96%, Job
Knowledge 96%, and Decision Making 96%.

COMPARASION OF FACTORS APPRAISING THE EMPLOYEES


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CHART 5.15

Communication Skills Count Rows


Agreed
Leadership Qualities Count Partially agreed
Disagreed
Decision Making Count

Plan of W ork Count


Factors

Relation with Superior and Subordinates Count

Attendance Count

Job Knowledge Count

Discipline Count

Commitment of W ork Count


10.00 20.00 30.00 40.00

Values

TABLE 5.16
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Factors Inducing to Increase Performance

Opinion No of respondents Percentage (%)


Commitment of Work 1 2.0
Discipline 10 20.0
Job Knowledge 8 16.0
Relation with Superior and
Subordinates 10 20.0
Decision Making 14 28.0
Leadership Qualities 6 12.0
Communication Skills 1 2.0
Total 50 100.0

Inference

20% of the respondents belong to the factor of Discipline


20% of the respondents belong to the factor of Relation with superior and
Subordinates
28% of the respondents belong to the factor of Decision Making.

CHART 5.16
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TABLE 5.17
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Performance Appraisal - Self Development

Opinion No of respondents Percentage (%)

Yes 50 100.0

Inference:

From the above table shows that 100% of the respondents have facilitated to increase
self-development

TABLE 5.18

Employee Performance Programme

Opinion No of respondents Percentage (%)

Yes 50 100.0

Inference:

From the above table shows that 100% of the respondents have facilitated to know the
employee performance programme.

TABLE 5.19
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Level of Self Development

Opinion No of respondents Percentage (%)


Very High 1 2.0
High 43 86.0
Moderate 6 12.0
Total 50 100.0

Inference:

From the above table it is found that 86% of the respondents feel high, 12% of the
t s
d e n

e ve l of S
L e fl D ev elo p m en t
o n

V er y H igh H ig h M o de ra te
f R es p

0
No o

0
1

0
2 4 3

0
3

0
4

0
5

Levelof Sel fDevel op


ment

respondents feel Moderate

CHART 5.19

TABLE 5.20
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Kind of Programme

Opinion No of respondents Percentage (%)


Group Discussion 25 50.0
Course Undertaken 25 50.0
Total 50 100.0

Inference:

From the above table shows that 50% of the respondents are undertaking group

discussion, 50%of the respondents are undertaking course undertaken


t s

K in d o
f P ro g
r a
mme
d e n

G ro u
p D is u
c s io n o u rse U n d
C e rta k
e n
o n

0
f R es p

5
No o

0
1

5
2 5
2

5
1

0
2

5
2

Kindof Programme

CHART 5.20

TABLE 5.21
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Feedback Effectiveness

Opinion No of respondents Percentage (%)


Helps in Knowing
One's Own Potential 41 82.0

Sense of Recognition 9 18.0


Total 50 100.0

Inference
d en ts

e ed b ac k E
F f fec ti ve n
e s
e sp o n

S en se o fR e cog n it on
H el ps in K n ow in g O
n e' sO w n P
o te nt ial
o o f R

1 0
N

2 0 1
4

3 0

82% of the respondents belong to effectives of helps in knowing one’s own potential.
4 0

5 0

FeedbackEf fe ct iven
es

18% of the respondents belong to effectives of Sense of Recognition.

CHART 5.21

TABLE 5.22
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Satisfaction of Performance Appraisal

Opinion No of respondents Percentage (%)


Satisfied 42 84.0
Moderate 8 16.0
Total 50 100.0

Inference

From the above table it is inferred that 84% of employees are satisfied with the

following system, and 16% of them are moderate and none of the employees are dissatisfied
t s
d e n
o n

a ti sfa tc io n o
S f Pe rf o
r ma
n ce A p r a s ia
l
f R es p

a tis fi ed
S Mo d e ra te

0
No o

0
1

2 0 4 2

0
3

4 0

0
5

a ti sf a
S c ti o
n o fP e rf o
r ma
n ce A p p ra sia l

with the following system.

CHART 5.22

TABLE 5.23

Feedback of Performance Appraisal


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Opinion No of respondents Percentage (%)

Yes 50 100.0

Inference:

From the table it is found that 50% of employees are given feedback.

TABLE 5.24

Low Performance Level of Performance Appraisal

Opinion No of respondents Percentage (%)

By Training 50 100.0

Inference:

From the table it is found that 50% of employees are given by training.

ANALYSIS OF OPINION OF RESPONDENTS REGARDING


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PRESENT PERFORMANCE LEVEL AND KIND OF PROGRAMME


[USING CHI SQUARE]

TABLE 5.25

Observed Count
Kind of Programme
Course
Group Undertake
Discussion n Total
Present Good 7 3 10
Performance Fair 16 14 30
Level Needs
2 8 10
Improvement
Total 25 25 50

Expected Count
Kind of Programme
Course
Group Undertake
Discussion n Total
Present Good 5.0 5.0 10.0
Performance Fair 15.0 15.0 30.0
Level Needs
5.0 5.0 10.0
Improvement
Total 25.0 25.0 50.0

NULL HYPOTHESIS:
Ho: There is no association between present performance level and kind of programme

ALTERNATE HYPOTHESIS
H: There is association between present performance level and kind of programme

TABLE 5.25.1

CHI SQUARE
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Oi Ei (Oi-Ei)2 /Ei

7 5 0.8
16 15 0.06
2 5 1.8
3 5 0.8
14 15 0.06
8 5 1.8

Calculated value = (Oi-Ei) 2 /Ei = 0.8+0.06+1.8+0.8+0.06+1.8 = 5.32


Degrees of freedom = (R-1) (C-1) = (3-1) (2-1) = 2
Tabulated value for 2 degrees of freedom at 5% level of significance is 5.33

The calculated value is less to tabulated value, therefore Ho is accepted.

Inference: There is no association between present performance level and kind of programme
ANALYSIS OF OPINION OF RESPONDENTS REGARDING LEVEL OF ADDITIONAL
JOB SATISFACTION AND SATISFACTION OF PERFORMANCE APPRASIAL
SYSTEM
[USING RANK CORRELATION]

TABLE 5.26

Opinion of the Respondents At very High High Moderate


Level Level
Level of Additional Job Satisfaction (X) 4 38 8

Satisfaction of Performance Appraisal (Y) 0 42 8

TABLE 5.26.1

X Y (xi-yi) 2
3 3 0

1 1 0

2 2 0

r = 1- 6di2/ n (n2-1)

= 1 - 6(0)
3(32-1)

r = 1

Inference
Level of additional job satisfaction and satisfaction of performance appraisal system are
positively correlated.
CHAPTER 6
FINDINDS OF THE STUDY

Most of the respondents belong to the age of 25-35 years, majority of the respondents
are male, and most of the respondents are having experience of 2-4 years.

Majority of the respondents have said their present job is interesting. 100% of
employees aware about the performance appraisal system carried out in the organization, 96% of
employees follow confidential system. Most of the respondents opinion was fair, and 80% of the
respondents are satisfied towards performance appraisal system.

Majority of the respondents are having additional job satisfaction towards


performance appraisal. The performance appraisal period is 90% towards the opinion of the
respondents. Most of the employees induce the factors of decision-making. All the employees are
accepting that, there is increase in self-development. All the employees are given feedback and
training.

There is no association between present performance level and kind of programme.


.
The opinion of the respondents regarding level of additional job satisfaction and
satisfaction of performance appraisal system are positively correlated.

The opinion of the respondents regarding the factors for appraising the employees
they rank Discipline, Job Knowledge, Decision Making as first rank followed with Attendance
and last as Communication Skills.
CHAPTER 7
7.1 SUGGESTIONS AND RECOMMENDATIONS

From the study it was found that the employees lacked in communication skills, so
the organization can give special training on soft skills to the employees.

Findings show that only confidential type of performance appraisal system is


followed widely. Open system of performance appraisal can also be followed.

Only two type of training programme like group discussion and training related to
their specific job is given. Knowledge about ethics and interpersonal relationship should be
introduced.
Senior management should continually review the appraisal conducted, which

shall be seen as positive support to the system by the appraiser as well as apprasisees, and their

interest will be maintained.


7.2 CONCLUSION

This study helps to understand the performance appraisal system practiced in the

Manatec Electronics. Majority of the employees are benefited by this system and the procedure

followed and they are enjoying the various benefits from this system

Performance Appraisal System helps is employees career growth it support them

to take their consideration to the management and to get more benefits and also for their more

effective performance.

CHAPTER 8
LIMITATIONS OF THE STUDY

1. The employees were a bit hesitant to reveal the negative aspects in spite of the confidence
given to them that study is meant for academic purpose and the personal details will
maintained in total confidence.

2. Due to shortage of time the sample size is limited to only 50.

3. The information provided by the respondents is spontaneous and they may not be
consistent.
SCOPE FOR FURTHER STUDY

a.The scope of the study encompasses all the members in all the departments existing in a

firm. The study is conducted to know the expectation among the employees.

 The study is carried out in Puducherry. The study is for a Period of 1months. The
population is 250 employees. The sample size taken is of 50.

 The Projects emphasizes the expectations and opinions of employees which would be
useful for the organization in understanding the employees mind.

ANNEXURE I
QUESTIONNAIRE
A Study on Performance Appraisal System at
Manatec Electronics
Please Tick ( )

SECTION – I: PERSONAL DETALIS


1. Name: ____________________ 2.Age (in years):____________

3. Gender: Male ( ) Female ( )

4. Marital Status: Married ( ) Unmarried ( )

5. Designation: _________________

6. Experience (in years):___________

7. Educational Qualification: Illiterate ( ) Secondary ( ) Diploma ( ) UG ( ) PG ( )

SECTION-II. STUDY RELATED INFORMATION:

1. How do you describe your present job?


a) Challenging [ ] b) Interesting [ ] c) Normal [ ]

2. Are you aware of the performance appraisal system practiced in your organization?

Yes [ ] No [ ]

3. Are you aware of the objectives of performance appraisal system in your organization?

Yes [ ] No [ ]

4. What type of performance appraisal system is followed in your organization?

a) Open-system [ ] b) Confidential system [ ]

.5. Describe your present performance level in your company?


a) Good [ ] b) Fair [ ] c) Needs improvement [ ]
6. Are you satisfied with the present appraisal system followed in your organization?
a) Satisfied [ ] b) Partially satisfied [ ] c) Dissatisfied [ ]

7. a) Does the performance appraisal gives additional job satisfaction to you?


a) Yes [ ] b) No [ ]

b) If yes, at what level it gives additional job satisfaction:-


a) At very high level [ ] b) High level [ ] c) Moderate [ ]

8. How frequently the performance appraisal is carried out in your organization?

a) Quarterly [ ] b) Half-yearly [ ]

c) Annually [ ] d) More than a year [ ]

9. Do you think the following factors are necessary for appraising the employees?

Partially
Agreed Dis-agreed
agreed
a. Commitment of work [ ] [ ] [ ]
b. Discipline [ ] [ ] [ ]
c. Attendance [ ] [ ] [ ]
d. Job Knowledge [ ] [ ] [ ]
e. Relation with superior and subordinates [ ] [ ] [ ]
f. Plan of Work [ ] [ ] [ ]
g. Decision Making [ ] [ ] [ ]
h. Leadership qualities [ ] [ ] [ ]
i. Communication skills [ ] [ ] [ ]

10. Among the performance appraisal factors which induce you the most to increase your
performance.

11. a) Does the performance appraisal system facilitate to increase your self development?
a) Yes [ ] b) No [ ]

b) If yes, at what level the performance system is helpful your self development?
a) Very high [ ] b) High [ ] c) Moderate [ ] d) Poor [ ]

12. a) Are the employees, undertake any programmer to improve their performance?
a) Yes [ ] b) No [ ]

b) If yes, what kind of programmer to improve the performance have undertaken


by the employees themselves.
a) Quality circle [ ] b) Group discussion [ ]
c) Course undertaken [ ] d) Seminar Conference [ ]

13. Are you given feedback, once the appraisal is completed?

Yes [ ] No [ ]

14. In what way this feedback helps you to perform effectively?

a) Helps in knowing ones own potential [ ]

b) Helps to get proper guidance from superior [ ]

c) Increases productivity [ ]

d) Sense of recognition [ ]

e) Others ----------------------------------------------------------

15. Specify your satisfaction level regarding the performance appraisal system carried out in
your oraganisation?

a) Highly satisfied [ ] b) satisfied [ ]

c) Moderate [ ] d) Dissatisfied [ ]

e) Highly dissatisfied [ ]
16. At low performance level, how does your organization improve the performance
level of the employee?

a) By advice [ ] b) By training [ ]
c) By punishment [ ] d) By rules & regulation [ ]

17. suggestions
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ANNEXURE II
BIBILIOGRAPHY

BOOKS

 Dr. C. B. Gupta, Human Resource Management, Sultan Chand& Sons, Educational


Publishers, New Delhi.
 C.R.Kothari, Research Methodology Methods & Techniques, New Age International
Publishers.

WEBSITE

 www.performance apprasial.com
 www.answers.com
 www.final-yearproject.com
 www.manatec.net