Ns

A STUDY ON PERFORMANCE APPRAISAL SYSTEM
FOLLOWED IN ENVIROTECH SERVICE
1.1 INTRODUCTION:
Performance appraisal is a process of summarizing, assessing and developing the work
performance of an employee. In order to be effective and constructive, the performance manager
should make every effort to obtain as much objective information about the employee's
performance as possible.
It is a review and discussion of an employee's performance of assigned duties and responsibilities

based on results obtained by the employee in their job, not on the employee's personality
characteristics. Personality should be considered only when it relates to performance of assigned
duties and responsibilities.
Performance of whom which is appraised is known as appraisal and his superior officer who
does the appraisal is known as appraiser performance appraisal refers to all the formal
Procedures used to evaluate an individual, his contributions and potential. In other words,
it is to plan and measure the performance of an individual in terms of the
requirement of the job or it is a process of finding out how effective the organization has
been at hiring and placing an employee. Performance appraisal is a formal system of
review and evaluation of individual or team task performance. While evaluation of team
performance is critical when teams exist in an organization, the focus of performance appraisal
in most firms remains on the individual employees. Regardless of the emphasis, an
effective appraisal evaluates accomplishments and initiates plans for development, goals
and objectives.
Types of Performance Appraisal System

Appraisal does not only involve managers. It is more like an exponentially growing curve – each
vertices are like self, peers, manager on the graph who add value to the employee appraisal process
and help them grow along the curve. Simply say, take a look at the following types.
1
General Appraisal
It is an ongoing communication between the manager and the employee throughout the year. End
of the year, they will determine if the pre-set goals and objectives were met, provide feedback and
set new goals.
360-Degree Appraisal
It allows other employees to provide feedback about their experience with a specific employee.
This feedback of peers can be reviewed by manager and considered for appraisal process.
Technological Performance Appraisal

It assesses technical expertise/capabilities of an employee. It figures out employee throughput and
identifies how sound he/she is technically.
Employee Self-Assessment
The employee assesses himself/herself and it is finally compared with the manager’s completed
assessment results. It is followed by discussions and if there are differences, manager speaks to
the employee about it.
Manager Performance Appraisal
In this type, managers go through the appraisal process. It is the role of the manager that is very
crucial handling both the team and the client. Manager has to satisfy the clientele without
disrupting the (team’s) employee morale. Most often manager appraisal process involves feedback
from the respective team members and sometimes from the client as well.
Project Evaluation Review

This is one of the best ways to identify how good an employee is at work. Rather than to wait to
review an employee end of the year, it helps evaluating employees end of each project.
2
Sales Performance Appraisal
A sales person is judged by the goals he/she has set versus his/her results. Salesmen are closely
held to the financial goals of any organization. The manager and salesperson must find out ways
to achieve goals prior to which they must set realistic goals.
System of Performance Appraisal:
Performance appraisal is a nine-step process:

1. Establish performance standards.
2. Communicate standards/expectations to employee.
3. Measure actual performance due to the environment influences.
4. Adjust the actual performance due to the environmental influences.
5. Compare the adjusted performance what that of others and previous.
6. Compare the actual performance with standards and find out deviations, if any.
7. Communicate the actual performance to the employee concerned.
8. Suggest changes in job analysis and standard, if necessary.
9. Follow-up performance appraisal report.
3
1.2 STATEMENT OF THE PROBLEM
Much of literature dealing with Human Resource Management and its issues recognize the
importance of performance appraisal system which occurs in the organization. All organization
faces the problem of directing the energies of their staff to the task of achieving business goals and
objectives. In doing so, organization need to devise means to influence and channel the behaviors‟
of their employees so as to optimize their contributions. Performance appraisals constitute one of
the major management tools employed in this process. The continuous evolution of organization
towards the changes creates a great impact in the life of the business still, the business leaders are
relying on the capacity of the people and their performance towards their job and roles in the
organization. Whether a profitable or non-profitable organization the people has been essential
resources in the organization. Various strategies had been effectively used for the employee
according to their different needs and areas that needs to sustain. However, there is a little attention
given in enhancing the employee performance appraisal system. The present study was under taken
to clarify certain questions related to the care phase of performance appraisal through regular
assessment of progress toward goals focuses the attention and efforts of an employee or a team.
4
1.3 NEED FOR THE STUDY
Appraising the performance of individuals, groups and organizations is a common practice of all
societies. While in some instances these appraisal processes are structured and
formally sanctioned, in other instances they are an informal and integral part of daily activities.
Consciously of unconsciously evaluate our own actions from time to time. In social interactions,
performance is conducted a systematic and planned manner to achieve widespread popularity in
recent years. Performance appraisal is essential to understand and improve the
employee's performance through HRD. In fact, performance appraisal is the basis for HRD. It was
viewed performance appraisal was useful to decide upon employee promotion /
transfer salary determination and the like. But the recent developments in human resourcesmana
gement indicate that performance appraisal is the basis for employee
development.Performance appraisal indicates the level of desired performance level, level of act
ual performance and the gap between these two. This gap should be bridged through human
resources development techniques like training executive development etc
5
1.4 SCOPE OF THE STUDY
This study provide appraisal feedback to employees and thereby serve as vehicles for personal and
career development and allow the management to take effective decision against drawbacks for
the well being of the employees development.
This study would not only provide a vital input in the reformulation of a new PA system but also
identify the influence of PA system with the socio-demographic factors. Further this study would
make the employees understand about the ways and means to develop a sound financial viability
and growth.
To improve employee work performance by helping them realize and use their full potential in
carrying out their firms‟ mission.
The main aim of the study is to find out the effectiveness of performance appraisal & development
programme conducted at “Envirotech service”.
This study helps to know the level of importance of appraisal system.
The payroll and compensation decision, training and development needs, promotion, demotions
transfer including job analysis and providing superior support, assistance and counseling.
It considers both the job performance as well as the personal qualities of an employee
6
1.5 OBJECTIVES
PRIMARY OBJECTIVE
To identify the actual performance of the employees and performance standards used in
performance appraisal program (opinion, satisfaction, benefit, outcome, etc.).
SECONDARY OBJECTIVES
To identify the awareness level of performance appraisal technique among the employees.
To check the strength and weakness of employee to place right men on right job.
To analyze the potential present in a person for further growth and development.
To provide feedback to employees regarding their performance and related status.
7
1.6 LIMITATIONS
As the study revolves around the performance appraisal of human resources aspects
the overall organization performance cannot be ascertained. In spite of giving honest
and sincere efforts there are several limitations, which are as follows:
The period of study is only for about 1 month, which is a major constraint.
The perception bias or attitude of the respondents may also act as hurdles to the study.
The study is only confined to performance appraisal.
8
2.1 INDUSTRY PROFILE
ENVIROTECH SERVICES (Property & Facilities Management Company) OUTSOURCING

FACILITIES MANAGEMENT is a decision taken with optimistic intentions and expectations.
Quality service, new thinking, extraordinary responsiveness and a service provider who shows
partner-like care are some of the basic qualities desired and Outsourcing enables the company
access the best resources available. Outsourcing results in…
 Accessibility to best in practices
 Trained workforce
 Reduces down time
 Dedicated and responsive workforce.
 Single point of responsibility
 Flexibility
 Reduced administration
 Effectively manage cost with increased productivity
Technical Services
- Operation & Maintenance of Electrical & Mechanical Installation
- Operation & Maintenance of Fire Protection Systems
- Operation & Maintenance of Elevators
- Operation & Maintenance of DG Sets
- Operation & Maintenance of Water Treatment Plants
- Operation & Maintenance of Sewage Treatment Plants
- Operation & Maintenance of Filtration Plants
9
- Operation & Maintenance of UPS
- Operation & Maintenance of HVAC
- Operation & Maintenance of Plumbing Systems
- BMS Management
- Water Management
Operation & Maintenance includes
 Training
 Implementation of Check List
 Implementation of finger print systems & procedures
 Preventive maintenance & Routine maintenance
Environmental Services
- Housekeeping Services
- Facade Cleaning
- Hospital Maintenance - Pest Control
- Garden & Landscape Maintenance
- Swimming Pool Maintenance
CORE VALUES
Having strong foot hold in the field of property and facilities management serving for commercial
/ hospital / residential / IT parks / Malls etc., Run by highly efficient and dedicated management
team. Extended in-house project management team to cater all new job works / maintenance and
repairs for the sites / others.
10
2.2 Company profile
About Envirotech
Envirotech service provides every kind of property/facility management ser4vice you can think of.
We provide ourselves in our versatility and flexibility. However, our specialty is the wide range
of technical and Environmental services that we provide including Housekeeping and Electrical &
plumbing services.
This company ventured into the market to become a one-stop solution provider for all household
upkeep needs. They have a team of dedicated and committed professionals who are from diverse
backgrounds but are united by a single goal and focus of this firm – to offer timely and quality
home fixing services. By understanding the needs and requirements of the citizens of Chennai, this
firm aims at catering to their convenience through a host of housekeeping services that would
otherwise be time-consuming. In a relatively short span of time, this service provider has earned
compliments and praises for its timely services. It is proud of its client base that features resident
individuals as well as leading corporate organization.
Services offered at Enviro Tech
Enviro Tech in Kandanchavadi offers a bouquet of services that pest control, carpentry,
housekeeping, plumbing, refrigeration and washing machine repair and cleaning, air-
conditioning repair and maintenance and electrical services. All you need to do is choose from
the available services in your area, pick a slot time and day convenient as per the availability and
then confirm the booking. Each booking is carried out as per the scheduled time, with the service
provider's professional staff striving to adhere to the timelines. This company follows standard
pricing for all its services with no hidden costs.
11
12
2.3 Review of literature
Sandeep Gudla and Valli Sri Krishna Veni (2012) ‘The Study of Performance Management
System in IT Organizations’ conclude that the performance management system plays a key role
in the organization effectiveness. This system helps to meet business expectations and helps to
speed up to market expectations. It is also helps management in making promotion decisions and
finally, the employees in the organization are satisfied with system which exists in IT Industry.
Boachie-Mensah, et al, (2012) conducted the survey was made on educational institution of
Takoradi, Ghana, where author study was focused on employee/staff perceptions on performance
appraisal method, biases or error related to the approach. Perception influence people’s judgment
and attitudes towards particular thing, therefore the staff might hold different opinions about the
performance appraisal system in the organization. The research on this concept was analysed,
using different method such as descriptive statistics and the results of the study says that employees
are affected by the Performance appraisal system and are affected by major error.
Rohan Singh, MadhumitaMohanty and Mohanty A.K. (2013) ‘Performance Appraisal

Practices in Indian Services and Manufacturing Sector Organisations’ concluded that the
conducting periodical review of workforce performance by organizations has become a
fundamental requirement which will help to shrink the gap between employee performance and
successful attainment of its objectives.
Muhammad Shaukat Malik and Surayya Aslam (2013) ‘Performance Appraisal and
Employee’s Motivation: A Comparative Analysis of Telecom Industry of Pakistan’ this empirical
research found the significant influence of employee’s reactions towards performance appraisal
on employee motivation. Employee perceived reactions including perceived satisfaction,
perceived acceptability, perceived utility, perceived fairness and perceived accuracy of
performance appraisal are significantly important to determine the employee work motivation.
Hamumokola (2013) ‘The Contributions of Performance Management Systems To performance

in The Namibian Context’ found that the goal setting theory which predicts that performance
benefits can be realized by implementing specific challenging goals because they have a
motivational effect on employees compared to vague and easy goals. He suggested that employee
13
participation in goal setting and providing feedback led to higher performance compared to when
goals assigned and no feedback is given.
Vishal Gupta & Sushil Kumar (2013) Performance appraisal may a crucial part in HRM
practices as it brings out important discussions concerning the various HR action and results. The
main aim of these paper is to find out the relationship between perception of performance appraisal
fairness and employee engagement in the Indian business context. The first part explored the
relationship between justice perceptions and a one-dimensional conceptualization of engagement.
The second part explored the relationship between justice perceptions and a three-dimensional
conceptualization of engagement. The relationships between justice perceptions and engagement
were analyzed using zero-order correlations and hierarchical regression analysis. The study
findings suggest a significant positive association between distributive and informational justice
dimensions and employee engagement. Distributive justice and informational justice dimensions
were found to have a stronger impact on employee engagement conceptualized as antipode of
burnout.
Michael Akinbowale et al. (2014), according to the organizational views HR’s the performance
appraisal has become a very fruitful tool for HRM but it is always been a challenge for the
managers to implement the performance appraisal policy due to certain constants like cognitive,
motivational and behavioral factors. Each organizational have their own unique way of approach.
It may be informal in some where there will be a greater chance for blazed judgment and some
organization may follow a well formulated performance appraisal system. Now day’s mandatory
that a performance appraisal policy should be objective accurate and easy to perform in the
business unit.
AnbarasuThangavelu and Dr. J Clement Sudhahar (2014)Performance Management

Challenges in IT Industry – An Overview’ conclude that the performance management system for
a large IT organisation should be designed to measure the past and potential performance of its
employees and its own performance in alignment with the states vision of the organization.
Jawad et al., (2014) ‘Impact of Technology on Performance of Employees (A Case Study on

Allied Bank Ltd, Pakistan)’found that the investment of organizations in new technology has good
impact on the performance of employees; it increases their efficiency and productivity. It also
14
makes the organizations more competitive regarding customer services like in the case of Allied
Bank, it become more customers focused and services oriented.
Kumari Neeraj (2015) the main mote of the study is to create a big influence on the employee,
regarding the fairness of performance appraisal. The study shows that the there is strong
relationship between perceived fairness of performance appraisal and employee performance. In
this research proved with help of regression analysis, the nature of the relationship between the
independent and dependent variables was analyzed and it result indicate that there was exists a
major impact of perceived fairness of performance appraisal system (PMS) on employee
performance.
Iqbal, M. Z., et al. (2015), based on a robust analysis of the existing literature on performance
appraisal (PA), this paper makes a case for an integrated framework of effectiveness of
performance appraisal (EPA). To achieve this, it draws on the expanded view of measurement
criteria of EPA, i.e. purposefulness, fairness and accuracy, and identifies their relationships with
ratee reactions. The analysis reveals that the expanded view of purposefulness includes more
theoretical anchors for the purposes of PA and relates to various aspects of human resource
functions, e.g. feedback and goal orientation. The expansion in the PA fairness criterion suggests
certain newly established nomological networks, which were ignored in the past, e.g. the
relationship between distributive fairness and organization-referenced outcomes. Further,
refinements in PA accuracy reveal a more comprehensive categorization of rating biases.
Coherence among measurement criteria has resulted in a ratee reactions-based integrated
framework, which should be useful for both researchers and practitioners.
Karen Cravens, et al (2015), the performance appraisal measures have played a pivotal role in
directing the employees towards the organizational goals. The pervious researches have not lead
to consistent improvement. This study highlights the need for a positive work environment which
enables a effective performance appraisal and a effective employee out come. The experimental
result shows that the growing field of positive psychology as applied to a business setting or
positive organizational scholarship. The study shows that creative workplace culture, there
evaluates the employees’ transparent, supportive workplace, perception of a positive and holistic
and investigating its impact of outcomes associated with the employees success. Results point out
that the workplace culture is arbitrated the relationship between the effectiveness of the
15
performance appraisal system (PMS) and employee retention, employee job satisfaction and
employee self-reported performance.
K. Chandhana and Dr. David T Easow (2015) in their article titled ‘Performance Appraisal
Method Used in Top 10 IT Companies – 360 Degree Feedback & Balanced Score Card: A Review’
has found that the both 360degree feedback and balanced score card has its own loopholes, through
these methods are being used by top IT companies. The satisfaction levels of employees towards
these appraisal methods are very low and there is a need of a new appraisal method which prevents
these errors and has the advantages of these methods.
Rajput, et al, (2015) in their article titled ‘Performance Appraisal System’ explain that
performance appraisal is conducted on an annual basis for existing employees whereas for trainee
and new recruits it is done on quarterly basis in many organizations. Here author studies about the
multidimensional nature of job where the nurse manager gives rating to different job of nursing
process. Thus, Employees who have relatively less competition or lenient appraisers have higher
appraisal than to equally competent employee.
Kim, T., & Holzer, M. (2016), This article addresses this contradiction by emphasizing the
importance of cognitive aspects of performance appraisal. Without understanding individual
employees’ reactions to performance appraisal and its supportive organizational context, it is less
likely for performance appraisal to be used for its original objective, which is performance
improvement. Given the importance of employee acceptance of a performance measurement
system, this article attempts to identify key factors which can heighten employee acceptance of
performance appraisal using data from the 2005 Merit Principles Survey. The findings indicate
that the developmental use of performance appraisal, employee participation in performance
standard setting, the quality of the relationship they have with their supervisors, and employee
perceived empowerment are positively associated with employee acceptance of performance
appraisal.
Sahu, R. N., et al.(2016). Assessment of performance in a regular and systematic manner is an

essential activity on the part of the management, because it not only serves to evaluate and monitor
the growth and development of the organization; but also provides necessary career direction for
an individual employee. By establishing clear performance expectations which includes results,
16
actions, and behaviors, the process helps the employees in understanding what exactly is expected
out of their jobs. Clearly 30 defined goals blended with regular assessments of individual
performance is pertinent for defining the corporate competencies and exploring the major skill
gaps that serves as a useful input for designing the HRD plans for the employees. However, in
many organizations there happens to be a gap between the intention and actual practice of
performance appraisal systems.
17
RESEARCH METHODOLOGY
A research design samples the framework of a study or research and acts as a guide in the collection
and analysis of data. It is the blue that is followed, for the completion of the study. It is overall
operational patterns, which governs the collection of data from the required source, and the
procedure used. A good research design must be economical and must be objective.
Research in common parlance refers to a research for knowledge; one can also define research as
a scientific and systematic search for pertinent information on a scientific topic.
According to Clifford woody “research comprises defining and redefining problems, formulating
hypothesis or suggested solution, collecting, organizing and evaluating data, making decision and
reaching conclusion, and at last carefully testing the conclusion to determine whether they fit the
formulating hypothesis”.
3.1 RESEARCH DESIGN
Research design is a plan to carry out the study in an orderly and systematic manner. The research
design may be exploratory, descriptive or experimental. For the present study descriptive research
design is adopted.
DESCRIPTIVE RESEARCH
Descriptive research includes surveys and facts finding enquiries of the different kinds. The major
purpose of the descriptive research of the state of affairs, as it exists at present. In social science
and business research, we quite often use the term export factor research for descriptive research
studies. The main characteristics of this method are that researcher has no control over the
variables; he can only report what has happened or what is happening. In descriptive research
design the research must be able to design clearly, what he wants to measure and must find
adequate methods for measuring it along with clean cut definition of population, researcher wants
to study, since the aim is to obtain complete and accurate information in the studies. In descriptive
study, the researcher takes out samples and then wishes to make statements about the population
on the basis of sample analysis.
18
3.2 SAMPLING TECHNIQUE
A sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or the procedure, the researcher would adopt in selecting item for the sample. Sample
design may as well lay down the number of items to be included in the sample I,e, the size of the
sample. Ad is determined before data are collected.
The sample design chosen should be reliable and appreciate for the research study. In this study
convenience sampling technique is used.
 CONVENIENCE SAMPLING
It involves picking any available set of respondents which is convenient for the researcher
to use. It involves picking any available set of respondents which is convenient for the
researcher to use a convenience sample is one of the main types of non-profitability
sampling method. A convenience sample is made up of the people who are easy to reach.
 POPULATION SIZE
Total population size is 200 employees which is the whole population of the company.
 SAMPLE SIZE AND JUSTIFICATION
The sample size taken for this study is 120 employees.
 TARGET RESPONDENTS
The targeted respondents are the employees associated with the company as the study was to
understand more about the importance and need of employees.
DATA COLLECTION METHODS
 PRIMARY DATA:
The data was collected by preparing a questionnaire and was provided to the entire sample
size of 120 respondents. The questionnaire consisted of total 28 questions. Almost all the
question were both open and closed ended questions with options provided for each of the
question.
 SECONDARY DATA:
19
Secondary data is something but the data collected or taken from the secondary sources, it
includes both internal and external.
Secondary data used for the study are as follows: books/notes, internet, and previous year
project reference.
Pilot study
A study was made on the topic before the questionnaire was formed. Then the questionnaire was
distributed to around 10 respondents and pilot study was conducted. Based on the response of pilot
study few changes were made. Finally, a structural questionnaire got filled.
Once the survey got over, the filled in questionnaire were sorted out and summarized.
Appropriate statistical tools were used to analyze the filled in questionnaires.
Questionnaire
Structural questionnaire is selected as the tool for data collection, which included a set of various
types of questions concerning different aspects of the subject for the study. Several types of
questions were included in the questionnaire such as open ended questions, dichotomous and
multiple choice questions.
3.3 STATISTICAL TOOLS
The data collected was tabulated and analyzed with the help of
Simple percentage Analysis
Chi-Square Analysis
Weighted average Method
ANOVA
T-Test
This enabled the researcher to acquire findings and interpretations of the study and to give
appropriate suggestions.
Simple percentage analysis
Percentage analysis shows the entire population on terms of percentages. It revels the number of
belongings in a particular category or the number of people preferring a particular thing in terms
20
of percentage. In this study, the number of people who responded in a particular manner is
interpreted in forms of percentages. Each table has been calculated on the basis of percentage.
It refers to a special kind of rates. Percentages are used in making comparison between two or more
series of data. A percentage is used to determine relationship between the series.
Percentage = {no. of respondents ×100}
Total no. of respondents
Chi-square test
This is an important test amongst the several tests of significance. It is used in the context of
sampling analysis the several tests of significance. It is used in the context of sampling analysis
for comparing a variance to a theoretical variance.
Uses of chi-square test:
To test independence of attributes.
To test homogeneity
To test goodness of fit.
χ =∑
The calculated valued of χ compared with the table value of χ for a given degree of freedom
at a specific value of significance.
If the calculated value is more than tabulated value, the difference between theory and observation
is considered to be significance. It the calculated value of ᵪ2 is less than the table value the
difference between theory and observation is considered as insignificance.
Weighted Mean
Weighted Mean is a measurement of central tendency. It represents the average of a given data.
Weighted mean is similar to arithmetic mean or sample mean. Weighted mean is calculated when
data is given in a different way than in arithmetic mean or sample mean. Sometimes, there are
21
frequencies assigned to each term in the given data, and then we can no longer use simple
arithmetic mean formula. Few values may occur more frequently than others, therefore
corresponding frequencies are allotted to each value. These frequencies are often referred as
weights. In this case, weighted mean formula is used. Weighted mean formula is as follows:
x¯=
Where, x¯ = weighted mean.

x = x x ,x
i 1, 2 3...... = Items given.
And f = f ,f ,f ,...... = Frequencies corresponding to the given items.
i 1 2 3
Anova
Anova is a statistical test which analyzes variance. It is helpful in making comparison of two or
more means which enables a researcher to draw various results and predictions about two or more
sets of data. Anova test includes one-way anova, two-way anova or multiple anova depending
upon the type and arrangement of the data. One-way anova has the following test statistics:
Correction Factor =CF=
Total Sum of Square=TSS=
Between Sum of Squares = BSS =
Error Sum of Squares = TSS-BSS

T-Test
T Test is often called Student's T test in the name of its founder "Student". T test is used to compare
two different set of values. It is generally performed on a small set of data. T test is generally
applied to normal distribution which has a small set of values. This test compares the mean of two
22
samples. T test uses means and standard deviations of two samples to make a comparison. The
formula for T test is given below:
Where,
x1¯ = Mean of first set of values
x2¯ = Mean of second set of values
S = Standard deviation of first set of values
1
S = Standard deviation of second set of values

2
n = Total number of values in first set

1
n = Total number of values in second set.

2
The formula for standard deviation is given by:
Where,
x = Values given
x¯ = Mean
n = Total number of values.
23
4.1 DESCRIPTIVE ANALYSIS:
TABLE 4.1.1
TABLE SHOWING THE GENDER OF RESPONDENTS

Frequency Percent
Male 54 45.0
Female 66 55.0
Total 120 100.0
CHART 4.1.1
CHART SHOWING THE GENDER OF RESPONDENTS
55%
45%
INTERPRETATION:
It is interpreted from the above table that 45% of the respondents are male and 55% of the
respondents are female.
24
TABLE 4.1.2
TABLE SHOWING THE AGE RESPODENTS
Frequency Percent
21-31 yrs 46 38.3
31-41 yrs 36 30.0
41-51 yrs 32 26.7
51 and above 6 5.0
Total 120 100.0
CHART 4.1.2
CHART SHOWING THE AGE OF RESPODENTS
INTERPRETATION:
It is interpreted from the above table that 38.33% of the respondents are in the age group of 21-
31 years, 30% of the respondents are between 31-41 years, 26.67% of the respondents are
between 41-51 years, and 5% of the respondents are 51 and above.
25
TABLE 4.1.3
TABLE SHOWING THE QUALIFICATION OF THE EMPLOYEES
Frequency Percent
Graduation 40 33.3
Post graduation 50 41.7
Diploma 13 10.8
PG diploma 17 14.2
Total 120 100.0
CHART 4.1.3
CHART SHOWING THE QUALIFICATION OF THE RSEPODENTS
41.7%
33.3%
14.2%
10.8%
INTERPRETATION:
It is interpreted from the above table that 33.3% of the respondents hold a graduate degree,
41.7% of the respondents hold post graduate degree, 10.8% of the respondents are diploma
holders, and 14.2% of the respondents are PG diploma holders.
26
TABLE 4.1.4
TABLE SHOWING THE MARITAL STATUS OF RESPODENTS
Frequency Percent
Unmarried 56 46.7
Married 64 53.3
Total 120 100.0
CHART 4.1.4
CHART SHOWING THE MARITAL STATUS OF RESPODENTS
53.3% 46.7%
INTERPRETATION:
It is interpreted from the above table that 46.7% of the respondents are unmarried, and 53.3% of
the respondents are married.
27
TABLE 4.1.5
TABLE SHOWING THE MONTHLY INCOME OF THE RESPODENTS
Frequency Percent
Below 25000 57 47.5
25000-50000 56 46.7
50000-75000 7 5.8
Total 120 100.0
CHART 4.1.5
CHART SHOWING THE MONTHLY INCOME OF THE RESPODENTS
47.5% 46.7%
5.8%
INTERPRETATION:
It is interpreted from the above table that 47.5% of the respondents gets below 25000, 46.7% of
the respondents get’s 25000-50000, and 5.8% of the respondents get’s 50000-75000.
28
TABLE 4.1.6
TABLE SHOWING THAT IF ANY INCREMENT IN THE SALARY OF THE RESPODENTS
Frequency Percent
Yes 66 55.0
No 54 45.0
Total 120 100.0
CHART 4.1.6
CHART SHOWING THAT IF ANY INCREMENT IN SALARY OF THE RESPODENTS
45%
55%
INTERPRETATION:
It is interpreted from the above table that 55% of the respondents informed that they receive
increment in salary, and 45% of the respondents informed that they did not receive any increment.
29
TABLE 4.1.7
TABLE SHOWING THAT PERFORMANCE APPRAISAL HAVE AN IMPACT ON THE

BEHAVIOR OF EMPLOYEES
Frequency Percent
Yes 70 58.3
No 50 41.7
Total 120 100.0
CHART 4.1.7
CHART SHOWING THAT PERFORMANCE APPRAISAL HAVE AN IMPACT ON THE
BEHAVIOR OF EMPLOYEES
58.3%
41.7%
INTERPRETATION:
It is interpreted from the above table that 58.3% said yes to that performance appraisal have an
impact on behavior of employees and 41.7% of the respondents said no to that performance
appraisal does not have an impact on the behavior of employees.
30
TABLE 4.1.8
TABLE SHOWING IS THE TOP LEVEL MANAGEMENT PARTIAL WHILE CONDUCTING
PERFORMANCE APPRAISAL
Frequency Percent
Yes 62 51.7
No 58 48.3
Total 120 100.0
CHART 4.1.8
CHART SHOWING THE TOP LEVEL MANAGEMANT PARTIAL WHILE CONDUCTING
PERFORMANCE APPRAISAL
48.3% 51.7%
INTERPRETATION:
It is interpreted from the above table that 51.7% of the respondents have agreed that top level
management are partial while conducting performance appraisal and 48.3% of the respondents
have agreed that the top level management are not partial while conducting performance
appraisal.
31
TABLE 4.1.9
TABLE SHOWING RESPODENTS OPINION IN PERFORMANCE APPRAISAL
Frequency Percent
Evaluation of employees 40 33.3
Promotion of employees 30 25.0
Job satisfaction of
31 25.8
employees
Motivation 19 15.8
Total 120 100.0
CHART 4.1.9
CHART SHOWING RESPODENTS OPINION IN PERFORMANCE APPRAISAL
33.3%
25%
25.8%
15.8%
INTERPRETATION:
It is interpreted from the above table that 33.3% of the respondents said evaluation of employees
as the opinion while performance appraisal, 25% of the respondents said promotion of
employees, 25.8% of the respondents said job satisfaction of the employees, and 15.8% of the
respondents said motivation.
TABLE 4.1.10
32
TABLE SHOWING THE METHOD OF APPRAISAL IMPLEMENTED IN THE
ORGANISATION
Frequency Percent
Merit 53 44.2
Grading 34 28.3
Other 33 27.5
Total 120 100.0
CHART 4.1.10
CHART SHOWING THE METHOD OF APPRAISAL IMPLEMENTED IN THE
ORGANISATION
44.2%
28.3% 27.5%
INTERPRETATION:
It is interpreted from the above table that 44.2% of the respondents said merit method is followed
in their organization, 28.3% of the respondents said grading, and 27.5% of the respondents said
other method.
TABLE 4.1.11
33
TABLE SHOWING THE APPRAISAL SYSTEM OF YOUR ORGANISATION IS RELATED
TO
Frequency Percent
Retention of employees 37 30.8
Recruitment system 35 29.2
Organization culture 29 24.2
Motivation 19 15.8
Total 120 100.0
CHART 4.1.11
CHART SHOWING THE APPRAISAL SYSTEM OF YOUR ORGANISATION IS RELATED
TO
30.8%
29.2%
% 24.2%
%
15.8%
INTERPRETATION:
It is interpreted from the above table that 30.8% of the respondents said performance appraisal in
their organization is related to retention of employees, 29.25 of the respondents said recruitment
system, 24.2% of the respondents said organization culture, and 15.8% of the respondents said
motivation.
TABLE 4.1.12
34
TABLE SHOWING IS THE PERFORMANCE APPRAISAL NEEDED IN AN
ORGANIZATION
Frequency Percent
Strongly agree 21 17.5
Agree 21 17.5
neutral 21 17.5
Disagree 7 5.8
strongly disagree 50 41.7
Total 120 100.0
CHART 4.1.12
CHART SHOWING IS PERFORMANCE APPRAISAL NEEDED IN AN ORGANIZATION
INTERPRETATION:
It is interpreted from the above table that 17.5% of the respondents said neutral towards
performance appraisal needed in the organization, 17.5% of the respondents strongly agree,
17.5% agree, 41.7% of the respondents strongly disagree, and 5.8% of the respondents disagree.
TABLE 4.1.13
35
TABLE SHOWING THE SATISFACTION LEVEL OF THE PERFORMANCE APPRAISAL
SYSTEM
Frequency Percent
Agree 36 30.0
Neutral 24 20.0
Disagree 20 16.7
Strongly disagree 10 8.3
Total 120 100.0
CHART 4.1.13
CHART SHOWING THE SATISFACTION LEVEL OF THE PERFORMANCE APPRAISAL
SYSTTEM
INTERPRETATION: It is interpreted from the above table that 20% 0f the respondents said
neutral toward satisfaction with the performance appraisal system, 25% of the respondents
strongly agree 30% of the respondents agree, 8.3% of the respondents strongly disagree, and
16.7% of the respondents disagree.
36
TABLE 4.1.14
TABLE SHOWING THE PERFORMANCE APPRAISAL HELPS TO WIN THE CO-
OPERATION AND TEAM WORK
Frequency Percent
Agree 46 38.3
Neutral 16 13.3
Disagree 11 9.2
Total 120 100.0
CHART 4.1.14
CHART SHOWING THE PERFORMANCE APPRAISAL HELPS TO WIN THE CO-
OPERATION AND TEAM WORK
INTERPRETATION:
It is interpreted from the above table that 13.3% of the respondents said that they strongly agree
that performance appraisal helps to win the co-operation and team work, 38.3% of the
respondents agree, 13.3% of the respondents said neutral, 15% of the respondents strongly
disagree, and 9.2% of the respondents disagree
37
TABLE 4.1.15
TABLE SHOWING PERFORANCE APPRAISAL IS HELPFUL FOR IMPROVING
PERSONAL SKILLS
Frequency Percent
Agree 43 35.8
Neutral 18 15.0
Disagree 6 5.0
Total 120 100.0
CHART 4.1.15
CHART SHOWING PERFORMANCE APPRAISAL IS HELPFUL FOR IMPROVING
PERSONAL SKILLS
INTERPRETATION:
It is interpreted from the above table that 24.2% of the respondents said that they strongly agree
that performance appraisal is helpful in improving the personal skills, 35.8% of the respondents
agree, 15% of the respondents said neutral, 20% of the respondents strongly disagree, and 5% of
the respondents disagree.
38
TABLE 4.1.16
TABLE SHOWING TRAINING PROGRAMS ARE EFFECTIVE FOR INDIVIDUAL AND
ORGANIZATION DEVELOPMENT
Frequency Percent
Agree 20 16.7
Neutral 24 20.0
Disagree 9 7.5
Total 120 100.0
CHART 4.1.16
CHART SHOWING TRAINING PROGRAM ARE EFFECTIVE FOR INDIVIDUAL AND
ORGANIZATION DEVELPOMEN
INTERPRETATION:
It is interpreted from the above table that 30% of the respondents said that they strongly agree
that training programs are effective for individual and organization development, 16.7% of the
respondents agree, 20% of the respondents said neutral, 25.8% of the respondents strongly
disagree, and 7.5% of the respondents disagree.
39
TABLE 4.1.17
TABLE SHOWING THAT THE PERFORMANCE RATING WILL BE DONE
PERIODICALLY
Frequency Percent
Agree 41 34.2
Neutral 19 15.8
Disagree 9 7.5
Total 120 100.0
CHART 4.1.17
CHART SHOWING THAT THE PERFORMANCE RATING WILL BE DONE
PERIODICALLY
INTERPRETATION:
It is interpreted from the above table that the 21.75 of the respondents strongly agree that the
performance rating will be done periodically, 34.2% of the respondents agree, 15.8% of the
respondents said neutral, 20.8% of the respondents strongly disagree, and 7.5% of the
respondents disagree.
40
TABLE 4.1.18
TABLE SHOWING THAT PERFORMANCE APPRAISAL SYSTEM HELPS TO IDENTIFY
THE STRENGTH AND WEAKNESS OF THE EMPLOYEES
Frequency Percent
Agree 53 44.2
Neutral 8 6.7
Disagree 12 10.0
Total 120 100.0
CHART 4.1.18
CHART SHOWING THAT PERFORMANCE APPRAISAL SYSTEM HELPS TO IDENTIFY
THE STRENGTH AND WEAKNESS OF THE EMPLOYEES
INTERPRETATION:
performance appraisal system helps to identify the strength and weakness of the
employees,14.2% of the respondents strongly disagree, 10% of the respondents disagree,
25% of the respondents strongly agree, and 44.2% of the respondents agree.
41
TABLE 4.1.19
TABLE SHOWING THAT PROMOTION IS PURELY BASED ON PERFORMANCE
APPRAISAL
Frequency Percent
Agree 45 37.5
Neutral 14 11.7
Disagree 11 9.2
Total 120 100.0
CHART 4.1.19
CHART SHOWING THAT PROMOTION IS PURELY BASED ON PERFORMANCE
APPRAISAL
INTERPRETATION:
It is interpreted from the above table that 24.2% of the respondents strongly agree that promotion
is purely based on performance appraisal, 37.5% of the respondents agree, 11.7% of the
respondents said neutral, 17.5% of the respondents strongly disagree, and 9.2% of the
42
TABLE 4.1.20
TABLE SHOWINGT THAT MANAGEMENT FIXES SALARY THROUGH THE
PERFORMANCE APPRAISAL RATING
Frequency Percent
Agree 47 39.2
Neutral 13 10.8
Disagree 6 5.0
Total 120 100.0
CHART 4.1.20
CHART SHOWINGT THAT MANAGEMENT FIXES SALARY THROUGH THE
PERFORMANCE APPRAISAL RATING
INTERPRETATION:
It is interpreted from the above table that 10.85 of the respondents said neutral towards
management fixes salary trough the performance rating, 18.3% of the respondents strongly
disagree, 5% of the respondents disagree, 26.7% of the respondents strongly agree, and 39.2% of
the respondents agree.
43
TABLE 4.1.21
TABLE SHOWINGT THAT PERFORMANCE RATING HELPS TO FIX INCREMENT
Frequency Percent
Agree 31 25.8
Neutral 20 16.7
Disagree 15 12.5
Total 120 100.0
CHART 4.1.21
CHART SHOWINGT THAT PERFORMANCE RATING HELPS TO FIX INCREMENT
INTERPRETATION:
It is interpreted from the above table that 21.3% of the respondents strongly disagree that
performance rating helps to fix increment, 12.5% of the respondents disagree, 16.7% of the
respondents said neutral, 23.3% of the respondents strongly agree, and 25.8% of the respondents
agree.
44
TABLE 4.1.22
TABLE SHOWING THAT TRANSFER, DEMOTION, SUSPENSION AND DISEMISSAL IS
BASED ON PERFORMANCE APPRAISAL
Frequency Percent
Agree 32 26.7
Neutral 19 15.8
Disagree 19 15.8
Total 120 100.0
CHART 4.1.22
CHART SHOWING THAT TRANSFER, DEMOTION, SUSPENSION AND DIDEMISSAL IS
BASED ON PERFORMANCE APPRAISAL
INTERPRETATION:
It is interpreted that 15.8% of the respondents said neutral towards transfer, demotion,
suspension and dismissal is based on performance appraisal, 15.8% of the respondents disagree,
26.7% of the respondents agree, 17.5% of the respondents strongly disagree, and 24.2% of the
respondents strongly agree.
45
TABLE 4.1.23
TABLE SHOWING THAT THE DESIRED TARGET OF THE ORGANIZATION IS
ACHIEVED THROUGH THE PERFORMANCE APPRAISAL
Frequency Percent
Agree 46 38.3
Neutral 9 7.5
Disagree 7 5.8
Total 120 100.0
CHART 4.1.23
CHART SHOWING THAT THE DESIRED TARGET OF THE ORGANIZATION IS
ACHIEVED THROUGH THE PERFORMANCE APPRAISAL
INTERPRETATION:
It is interpreted from the above table that 14.2% of the respondents strongly disagree that the
desired target of the organization is achieved through performance appraisal, 5.8% of the
respondents disagree, 7.5 of the respondents said neutral, 34.2% of the respondents strongly
agree, and 38.3% of the respondents agree.
46
TABLE 4.1.24
TABLE SHOWING THAT THE PERFORMANCE APPRAISAL INCREASES EMPLOYEE
MOTIVATION
Frequency Percent
Agree 44 36.7
Neutral 21 17.5
Disagree 23 19.2
Total 120 100.0
CHART 4.1.24
CHART SHOWING THAT THE PERFORMANCE APPRAISAL INCREASES EMPLOYEE
MOTIVATION
INTERPRETATION:
It is interpreted from the above table that17.5% of the respondents said neutral towards the
performance appraisal increases employee motivation, 13.3% of the respondents strongly agree,
36.7% of the respondents agree, 13.3% of the respondents strongly disagree, and 19.2% of the
47
TABLE 4.1.25
TABLE SHOWING THAT APPRAISAL SYSTEM KEEPS ON THE MAJOR
ACHIEVEMENT AND FAILURE OR SUCCESS OF WORK
Frequency Percent
Agree 31 25.8
Neutral 27 22.5
Disagree 8 6.7

Total 120 100.0
CHART 4.1.25
CHART SHOWING THAT APPRAISAL SYSTEM KEEPS ON THE MAJOR
ACHIEVEMENT AND FAILURE OR SUCCESS OF WORK
INTERPRETATION:
It is interpreted from the above table that 29.2% of the respondents strongly agree that appraisal
system keeps on major achievement and failure and success of work, 25.8% of the respondents
agree, 22.5% of the respondents said neutral, 15.8% of the respondents strongly disagree, and
48
TABLE 4.1.26
TABLE SHOWING THAT ORGANISATIONS HAVE A SEPARATE COMMITTEE TO
REVIEW THE PERFORMANCE APPRAISAL RESULT
Frequency Percent
Agree 24 20.0
Neutral 21 17.5
Disagree 12 10.0
Total 120 100.0
CHART 4.1.26
CHART SHOWING THAT ORGANISATIONS HAVE A SEPARATE COMMITTEE TO
REVIEW THE PERFORMANCE APPRAISAL RESULT
INTERPRETATION:
organizations have a separate committee to review the performance appraisal result, 18.3% of the
respondents strongly disagree, 10% of the respondents disagree, 34.2% of the respondents
strongly agree, and 20% of the respondents agree.
49
TABLE 4.1.27
TABLE SHOWING THAT THE PERFORMANCE APPRAISAL IS HELPFUL IN
REDUCING THE GRIEVANCE AMONG THE EMPLOYEES
Frequency Percent
Agree 33 27.5
Neutral 14 11.7
Disagree 10 8.3

Total 120 100.0
CHART 4.1.27
CHART SHOWING THAT THE PERFORMANCE APPRAISAL IS HELPFUL IN
REDUCING THE GRIEVANCE AMONG THE EMPLOYEES
INTERPRETATION:
It is interpreted from the above table that 11.7% of the respondents said neutral towards the
performance appraisal is helpful in reducing grievance among the employees, 35% of the
respondents strongly agree, 27.5% of the respondents agree, 17.5% of the respondents strongly
disagree, and 8.3% of the respondents disagree.
50
TABLE 4.1.28
TABLE SHOWING THAT PERFORMANCE APPRAISAL GIVE A CONSTRUCTIVE
CRITICISM IN FRIENDLY AND POSITIVE MANNER
Frequency Percent
Agree 54 45.0
Neutral 5 4.2
Disagree 7 5.8
Total 120 100.0
CHART 4.1.28
CHART SHOWING THAT PERFORMANCE APPRAISAL GIVE A CONSTRUCTIVE
CRITICISM IN FRIENDLY AND POSITIVE MANNER
INTERPRETATION:
It is interpreted from the above table that 4.2% the respondents said neutral towards the
performance appraisal give a constructive criticism in a friendly and positive manner, 11.7% of
the respondents strongly disagree, 5.8% of the respondents disagree, 33.3% of the respondents
strongly agree, 45% of the respondents agree.
51
4.2 INFERENTIAL ANALYSIS
CHI-SQUARE TEST-4.2.1
AIM: To test whether there is association between age of the respondents and performance
appraisal helps to identify the strength and weakness of the employees
NULL HYPOTHESIS:
HO: There is no association between age of the respondents and performance appraisal helps to
identify the strength and weakness of the employees
ALTERNATIVE HYPOTHESIS
H1: There is association between age of the respondents and performance appraisal helps to
identify the strength and weakness of the employees
TABLE:
Chi-Square Tests
Value df Asymp. Sig. (2-

sided)
Pearson Chi-Square 9.629a 12 .000

Likelihood Ratio 11.135 12 .000
Linear-by-Linear Association .256 1 .000
N of Valid Cases 120
a. 12 cells (60.0%) have expected count less than 5. The minimum
expected count is .40.
INFERENCE:
P value = .000
Since p value is less than 0.01
Accept H1 at significance level of 1%.,
Hence there is an association between age of the respondents and performance appraisal helps to
identify the strength and weakness of the employees.
52
4.2.2 ONE WAY ANOVA
AIM: To test whether there is significant difference between the gender of the respondents and
performance rating helps to fix increment.
NULL HYPOTHESIS:
HO: There is no significant difference between the gender of the respondents and performance
rating helps to fix increment.
ALTERNATE HYPOTHESIS:
H1: There is significant difference between the gender of the respondents and performance rating
TABLE:
ANOVA
Sum of Squares df Mean Square F Sig.
Between Groups .760 3 .253 1.019 .032

Within Groups 28.832 116 .249
Total 29.592 119
INFERENCE:
P value = 0.32
Since p value is less than 0.01,
Accept H1 at significant level of 1%.
Hence there is significant difference between the gender of the respondents and performance
rating.
53
4.2.3 ONE SAMPLE T-TEST
AIM: To test whether there is association between the gender of the respondents and training
programs are effective for individual and organization development.
NULL HYPOTHESIS:
HO: There is no association between the gender of the respondents and training programs are
effective for individual and organization development.
ALTERNATIVE HYPOTHESIS:
H1: There is association between the gender of the respondents and training programs are
effective for individual and organization development.
TABLE:
Group Statistics
t df Sig.(2-tailed)
Gender N Mean Std. Deviation Std. Error Mean
1.324 118 .000

male 53 3.04 1.556 .214
Training programs are
effective for individual and
female 67 2.66 1.572 .192 1.326 112.223 .000
organization development
INFERENCE:
P value = .000
Since P value is less than 0.01, Accept H1 at significant level of 1%
Hence it is concluded that there is an association between the gender of the respondents and
training programs are effective for individual and organization development.
54
5.1 FINDINGS:
 55% of the respondents are female and 45% of the respondents are male.
 It was found that 38.3% of the respondents are in the age group of 21-31years and 5% of
the respondents are 51 and above.
 41.7% of the respondents are post graduates and 10.8% of the respondents are diploma
qualified.
 53.3% of the respondents are married and 46.7% of the respondents are unmarried.
 47.5% of the respondents receives below 25000 and 5.8% of the respondents receives
50000-75000 as monthly income.
 55% of the respondents said yes that they receive increment in salary, and 45% of the
respondents said no that they did not receive any increment.
 58.3% of the respondents said yes as the performance appraisal have an impact on
behavior of employees and 41.7% of the respondents said no.
 51.7% of the respondents said yes that top level management are partial while conducting
performance appraisal and 48.3% of the respondents said no.
 33.3% of the respondents said evaluation of employees as their opinion in performance

appraisal and 15.8% of the respondents said motivation as their opinion in performance
appraisal.
 44.2% of the respondents said merit method implemented in the organization, 27.5% of
the respondents said other method.
 30.8% of the respondents said the appraisal system is related to retention of employees,
and 15.8% of the respondents said the appraisal system is related to motivation.
55
 41.7% of the respondents strongly disagree that performance appraisal needed in the
organization, and 5.8% of the respondents disagree
 30% of the respondents agree that satisfaction with the performance appraisal system,
and 8.3% of the respondents strongly disagree.
 38.3% of the respondents agree that performance appraisal helps to win the co-operation
and team work, and 9.2% of the respondents disagree.
 35.8% of the respondents agree that performance appraisal is helpful in improving the
personal skills, and 5% of the respondents disagree.
 30% of the respondents strongly agree that training programs are effective for individual
and organization development, 7.5% of the respondents disagree.
 34.2% of the respondents agree that the performance rating will be done periodically, and
 44.2% of the respondents agree with the performance appraisal system helps to identify
the strength and weakness of the employees, and 6.7% of the respondents said neutral.
 37.5% of the respondents agree with the promotion is purely based on performance
appraisal, and 9.2% of the respondents disagree.
 39.2% of the respondents agree with the management fixes salary trough the performance
rating, and 5% of the respondents disagree.
 25.8% of the respondents agree with performance rating helps to fix increment, and
12.5% disagree.
 26.7% of the respondents agree to the transfer, demotion, suspension and dismissal is
based on performance appraisal, and 15.8% of the respondents said disagree and neutral.
56
 38.3% of the respondents agree with the desired target of the organization is achieved
through performance appraisal, and 7.5% of the respondents said neutral.
 36.7% of the respondents agree with the performance appraisal increases employee
motivation, and 13.3% of the respondents strongly disagree and strongly agree.
 29.2% of the respondents strongly agree that appraisal system keeps on major
achievement and failure and success of work, and 6.7% of the respondents disagree.
 34.2% of the respondents strongly agree with the organizations have a separate
committee to review the performance appraisal result, and 10% of the respondents
disagree.
 35% of the respondents strongly agree with the performance appraisal is helpful in
reducing grievance among the employees, and 8.3% of the respondents disagree.
 45% of the respondents agree with the performance appraisal give a constructive
criticism in a friendly and positive manner, and 4.2% the respondents said neutral.
57
5.2 SUGGESTIONS:
 The appraisers should rate in those areas in which they have significant job knowledge. If
appraisers make evaluations only on those dimensions on which they are in a good
position to rate, the chances of inter-rater agreement increase and evaluation becomes a
more valid process.
 Training of appraisers can make them more effective raters. Common errors such as halo
and leniency can be minimised or eliminated by training the appraisers.
 There should be a comprehensive system for using the performance appraisal data. The
information obtained must serve some purpose. The purpose is to communicate to the
employees, how they have performed. For this the appraisers must take die time to
schedule a meeting with their subordinates to discuss the results of the performance
evaluations.
 Another suggestion which is often overlooked by organisations is to establish a reward

system for accurate appraisers.
 The managers doing the appraisals must understand that it is in their personal and career
interests to conduct accurate appraisals.
 Few different modes of performance appraisal can be brought into action with current
trends
58
5.3 CONCLUSION:
The project titled “A study on performance appraisal system followed in envirotech service”
attempted to know about the performance appraisal followed in the organisation. The study was
successfully completed with the help of manager and the employees of envirotech service.
Few suggestions like the effectiveness of performance appraisal system have been offered to the
organisation. The suggestions have been appreciated by the management and they were
discussed with the manager who has accepted to implement them in the near future.
59
60

Ns

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Ns

Hochgeladen von

Copyright:

Verfügbare Formate

A STUDY ON PERFORMANCE APPRAISAL SYSTEM

FOLLOWED IN ENVIROTECH SERVICE

It is a review and discussion of an employee's performance of assigned duties and responsibilities

Types of Performance Appraisal System

Technological Performance Appraisal

Manager Performance Appraisal

Project Evaluation Review

System of Performance Appraisal:

Performance appraisal is a nine-step process:

2. Communicate standards/expectations to employee.

3. Measure actual performance due to the environment influences.

4. Adjust the actual performance due to the environmental influences.

5. Compare the adjusted performance what that of others and previous.

7. Communicate the actual performance to the employee concerned.

8. Suggest changes in job analysis and standard, if necessary.

9. Follow-up performance appraisal report.

This study helps to know the level of importance of appraisal system.

To provide feedback to employees regarding their performance and related status.

The study is only confined to performance appraisal.

ENVIROTECH SERVICES (Property & Facilities Management Company) OUTSOURCING

 Accessibility to best in practices

 Reduces down time

 Dedicated and responsive workforce.

 Single point of responsibility

 Effectively manage cost with increased productivity

- Operation & Maintenance of Electrical & Mechanical Installation

- Operation & Maintenance of Fire Protection Systems

- Operation & Maintenance of Elevators

- Operation & Maintenance of DG Sets

- Operation & Maintenance of Water Treatment Plants

- Operation & Maintenance of Sewage Treatment Plants

- Operation & Maintenance of Filtration Plants

- Operation & Maintenance of HVAC

- Operation & Maintenance of Plumbing Systems

Operation & Maintenance includes

 Implementation of Check List

 Implementation of finger print systems & procedures

 Preventive maintenance & Routine maintenance

- Hospital Maintenance - Pest Control

- Garden & Landscape Maintenance

- Swimming Pool Maintenance

Services offered at Enviro Tech

Rohan Singh, MadhumitaMohanty and Mohanty A.K. (2013) ‘Performance Appraisal

Hamumokola (2013) ‘The Contributions of Performance Management Systems To performance

AnbarasuThangavelu and Dr. J Clement Sudhahar (2014)Performance Management

Jawad et al., (2014) ‘Impact of Technology on Performance of Employees (A Case Study on

Sahu, R. N., et al.(2016). Assessment of performance in a regular and systematic manner is an

3.1 RESEARCH DESIGN

DATA COLLECTION METHODS

3.3 STATISTICAL TOOLS

Simple percentage analysis

Percentage = {no. of respondents ×100}

Total no. of respondents

Where, x¯ = weighted mean.

Correction Factor =CF=

Total Sum of Square=TSS=

Between Sum of Squares = BSS =

Error Sum of Squares = TSS-BSS

S = Standard deviation of second set of values

n = Total number of values in first set

n = Total number of values in second set.

The formula for standard deviation is given by:

TABLE SHOWING THE GENDER OF RESPONDENTS