CONTENT

SI.NO CONTENTS PAGE

NO

Put
INTRODUCTION page
no

1 LITERATURE REVIEW

2 COMPANY PROFILE

3 RESEARCH METHODOLOGY

4 DATA ANALYSIS AND INTERPRETATIONS

5 FINDINGS AND SUGGESTIONS

CONCLUSION

ANNEXURES
 LIST OF TABLES
TITLE PAGE NO
SL. NO.

1 Table showing respondents awareness of

performance appraisal

2 Table showing when PA is conducted

3 Table showing who the PA is conducted

4 Table showing the respondents which PA system

they prefer

5 Table showing why PA is conducted

6 Table showing present appraisal methods cover

the objectives?

7 Table showingthe purpose of performance

appraisal

8 Table s.howingare you satisfied with the Present

system of performance appraisal

9 Table showingincrease productivity

10 Table showing PA is helpful in deciding your

salary and promotion
11 Table showing PAsystem is related

12 Table showing PA improves motivation and

13 job satisfaction

14 Table showing PA motives the respondents to

perform better
15 Table showing PA helpful in improve
performance level
16 Table showing PA is followed by personal
interview with superior
17 Table showing PA is helpful to any opportunity
with the company
18 Table showing does PA helps supervisors to
identify the subordinate more closely
19 Table showing PA system is fair and objective

20 Table showing performance rating criteria

21 Table showing PA helps to identify further job
requirement
22 Table showing training process of employees

23 Table showing training for performance

improvement
24 Table showing Techniques of Performance
appraisal organization

25 Table showing respondents opinion about PA

in the company
26 Table showing PA system helps to fid
employees according to their interest,
capacity and qualification

LIST OF GRAPH
SL. NO. TITLE PAGE NO

1 Table showing respondents aware of

performance appraisal

2 Table showing when PA is conducted

3 Table showing who the PA is conducted

4 Table showing the respondents which PA system

they prefer

5 Table showing why PA is conducted

6 Table showing present appraisal methods cover

the objectives?

7 Table showing the purpose of performance

appraisal

8 Table showing whether you are satisfied with the

Present system of performance appraisal

9
Table showing increase productivity

10 Table showing whether PA is helpful in deciding

your salary and promotion

11 Table showing whether PAsystem is related

12 Table showing PA improves motivation and

13 job satisfaction

14 Table showing PA motives the respondents to

 perform better
15 Table showing PA helpful in improve
performance level
16 Table showing PA is followed by personal
interview with superior
17 Table showing PA is helpful to any opportunity
with the company
18 Table showing does PA helps supervisors to
identify the subordinate more closely
19 Table showing PA system is fair and objective

20 Table showing performance rating criteria

21 Table showing PA helps to identify further job
requirement
22 Table showing training process of employees

23 Table showing training for performance

improvement
24 Table showing Techniques of Performance
appraisal organization

25 Table showing respondents opinion about PA

in the company

26 Table showing PA system helps to fid

employees according to their interest,
capacity and qualification
INTRODUCTION
1.1. INTRODUCTION
TRACO Cables Company Limited located in the industrially upward area in Ernakulum district one

of the units of TRACO Cables Company Limited. The government of Kerala undertaking the site of

the company is at Irempanam near Tripunithara. It was started as a company in Kerala in the year of

1960.

Performance appraisal is the systematic evolution of the individual with respects to his or her

performance on the job and his or her potential for development. After an employee has been

selected for a job, he has been trained to do it and has worked on it for a period of time, his

performance should be evaluated. It problems are identified step[s are taken to communicate with the

employees and to remedy them. A PA is the process of evaluating the employee's performance of

jobs in the terms of its requirement. • .

A performance appraisals program is important to an employee's professional development, to

meeting the companies or firms of firm's bottom line. Other benefits that could derive from having a

PA program include enhance communication, on opportunity to effectively address performance

problems and improved employee morale. Performance evolution is continuing process throughout
the year, with a formal performance evolution interview conducted annually. The intent is to

communicate expectations and jointly formulate performance development plans

The performance appraisal process conducted annually at the end of the financial year, the

evaluations done in a five step process. The employee can review the performance appraisal it he is

dissatisfied. After addressing the grievance and complaints the report are filed in confidential file

maintained for each of the employee

In TRACO Cable Company costing the present PA system is based on .achievement of

organizational goals. The MBO method is used for goal setting. The behaviorally anchored relines

method is also used to access. the performance of employees.

The main objective of the study is know about the effectiveness of the existing performance system,

to know about the awareness level about the PA system , to study the effectiveness of performance

appraisal system in assessing the strength and weakness of employees in work place. and to identify

how performance appraisal plays a role in individual development.

 Chapter - 1
REVIEW OF LITERATURE
 LITERATURE REVIEW

HUMAN RESOURCE MANAGEMENT

Human Resource Management includes conducting job analysis, planning personal needs,

recruiting the right people for the job, orienting and training, managing wages and salaries,

providing benefits and incentives, evaluating performance, resolving disputes and

communicating with all employees at all levels. Examples of core qualities of HR management

are extensive knowledge of the industry, leadership and effective negotiation skills, formerly

called personal management.

According to Edwin B Flippo defines HRM as “planning, organizing, directing, controlling of

the requirements, development, compensation, integration, maintenance and separation of human

resources to earn that individual, organizational and social objectives are achieved”.

PERFORMANCE APPRAISAL

Performance Appraisal is the systematic evaluation of the performance of employees and top

understand the abilities of a person for further growth and development. Performance appraisal is

known as merit rating, behavioural assessment, employee’s evaluation, personnel review and its
progress report, staff assessment and fitness report. Performance Appraisal is the process of

obtaining, analyzing and recording information about the relative worth of an employee. The

focus of the performance appraisal is measuring and improving the actual performance of the

employee and also the future potential of the employee. Its aim is to measure what an employee

does.

DEFINITIONS OF PERFORMANCE APPRAISAL

The main definitions are as:

a. Edwin B Flippo – “Performance Appraisal is the systematic, periodic and an impartial rating

of an employee’s excellence in the matters pertaining to his present job and his potential for a

better job”.

b. Wayne Cascio – “The systematic description of employee’s job relevant, strength, weakness”.

c. Dale Yoder – “Performance Appraisal refers to all formal procedures used in working

organizations to evaluate personalities, contributions and potential of group members”.

d. Randell – “Organizations attempting to develop their staff appraisal and development

procedures are strongly advised to keep the activities of performance, not only but also in paper

work, procedure and responsibility. All employing organizations carry out some form of

performance with their implications for design and conduct of appraisal schemes and emphasis

appropriate training to staff involved”.

ADVANTAGES OF PERFORMANCE APPRAISAL

Following are the advantages of Performance Appraisal:

PROMOTION: Performance Appraisal helps the supervisors to chalk out the promotion

programmes for efficient employees. In this regards, inefficient workers can be dismissed or

demoted in case.

COMPENSATION: Performance Appraisal helps in chalking out compensation packages for

employees. Merit rating is possible through Performance Appraisal. Performance Appraisal

tries to give worth to a performance. Compensation packages which include bonus, high salary

rates, extra benefits, allowances and pre-requisites and dependent on performance appraisal the

criteria should be merit rather than seniority.

EMPLOYEES DEVELOPMENT: The systematic procedure of performance appraisal helps

the supervisors to frame training policies and programmes. It helps to analyze strengths and

weakness of employees so that new jobs can be designed for efficient employees. It also helps

in framing future development programmes.

SELECTION VALIDATION: Performance Appraisal helps the supervisors to understand the

validity and importance of the selection procedure. The supervisors come to know the validity

and thereby the strength and weakness of selection procedure. Future changes in selection

methods can be made in this regard.

COMMUNICATION: For an organization, effective communication between employees and

employers is very important. Through performance appraisal, communication can be sought for

in the following ways:

a) Through performance appraisal, the employees can understand and accept skills of

subordinates.

b) The subordinates can also understand and create a trust and confidence in superiors.

c) It also helps in maintaining cordial and congenial labour management relationship.

 d) It develops the spirit of work and boosts the moral of employees.

MOTIVATION: Performance Appraisal serves as a motivation tool. Through evaluating

performance of employees, a person’s efficiency can be determined if the targets are achieved.

This very well motivates a person for better job and helps him to improve his performance in

the future.

PURPOSE OF PERFORMANCE APPRAISAL:

 Providing feedback to employees about their performance.

 Determining who gets promoted.

 Facilitating layoff or downsizing decisions.

 Encouraging performance improvement.

 Motivating superior performance.

 Setting and measuring goals.

 Counseling poor performance.

 Determining compensation changes.

 Encouraging coaching and mentoring.

 Supporting manpower planning or succession planning.

 Determining individual training and development needs.

 Confirming that good hiring decisions are being made.

 Providing legal defensibility for personnel decisions.

METHODS OF PERFORMANCE APPRAISAL:

Methods of performance appraisal may be classified into two;

1. Traditional Methods:
 ESSAY APPRAISAL METHOD:

This tradition form of appraisal, also known as “Free Form method” involves a description

of the performance of an employee by his superior. The description is an evaluation of the

performance of any individual based on the facts and often includes examples and evidences

to support the information. A major drawback of the method is the inseparability of the basis

of the evaluator.

 STRAIGHT RANKING METHOD:

This is one of the oldest and simplest techniques of performance appraisal. In this method,

the appraiser ranks the employees from the best to the poorest on the basis of their overall

performance. It is quite useful for a comparative evaluation.

 PAIRED COMPARISON:

A better technique of comparison that the straight ranking method, this method compares

each employee with all others in the group, one at time. After all the comparison on the basis

of overall comparisons, the employees are given the final rankings.

 FIELD REVIEW:

In this method, a senior member of the HR department or a training officer discusses

and interviews the supervisors to evaluate and rate their respective subordinates. A major

drawback of this method is that it is a very time consuming method. But this method helps

to reduce the superior’s personal bias.

 CHECKLIST METHOD:

The rate is given a checklist of the descriptions of the behaviour of the employees on

job. The checklist contains a list of statements on the basis of which the rater describes the

on the job performance of the employees.

 GRAPHIC RATING SCALE:

In this method, an employee’s quality and quantity of work is assessed in a graphic

scale indicating different degrees of a particular trait. The factors taken into consideration

include both the personal characteristics and the personal characteristics related to the on the

job performance of the employees. For example a trait like job knowledge may be judged on

the range of average, above average, outstanding or unsatisfactory.

 FORCED DISTRIBUTION: To eliminate the element of bias from the rater’s ratings, the

evaluator is asked to distribute the employees in some fixed categories of ratings like on a

normal distribute curve. The rater chooses the appropriate fit for the categories on his own

discretion.

2. MODERN METHODS:

 MANAGEMENT BY OBJECTIVE:

The concept of ‘Management by Objectives’ (MBO) was first given by PETER

DRUCKER in 1954. It can be defined as a process whereby the employees and the superiors

come together to identify common goals, the employees set their goals to be achieved, the

standards to be taken as the criteria for measurement of their performance and contribution

and deciding the course of action to be followed. The essence of MBO is participative goal

setting, choosing course of actions and decision making. An importing part of the MBO is

the measurement and the comparison of the employee’s actual performance with the

standards set. Ideally, when employees themselves have been involved with the goal setting

and the choosing the course of action to be following by them, they are more likely to fulfill

their responsibilities.

 360 DEGREE APPRAISAL SYSTEM/FEDBACK:

 360 degree feedback, also known as ‘multi-rater’ feedback, is the most comprehensive

appraisal where the feedback about the employee’s performance comes from all the sources

that come in contact with the employee on his job. 360 degree performance appraisal is also

a powerful development tool because when conducted at regular intervals (say yearly) it

helps to keep a track of the change other’s perceptions about the employees. A 360 degree

appraisal is generally found more suitable for the managers as it helps to assess their

leadership and managing styles. The technique is being effectively used across the globe for

performance appraisals. Some of the organizations following it are Wipro, Infosys and

Reliance industries etc.

 HUMAN ASSET ACCOUNTING METHOD:

The human asset accounting methods refers to activity devoted attach money estimates to

the value of firms international human organizations and its external customers, goodwill if

able, well trained personnel leave a firm, the human organization is worthless, if they joint

it, its human asset increases.

So far we have been taking about assessing past performance. What about the assessment of

future performance or potential. In any placement decision and even more in promotion

decisions some prediction of future performance is necessary. How can this kind of

prediction be made most validity and most fairly.

Methods of performance appraisal

TRADITIONAL METHODS MODERN METHODS

 Essay appraisal method  Management by objectives

 Straight ranking method  360 degree appraisal system
 Paired comparison
 Human asset accounting
 Critical incidents methods
method
 Field review
 THE PROCESS OF PERFORMANCE APPRAISAL

Establishing performance

Communicating standards

Measuring Performance

Comparing actual performance

with standards

Discussing the results

Decision making

ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the setting up of the standards which will

be used to as the base to compare the actual performance of the employees. This step requires

setting the criteria to judge the performance of the employees as successful or unsuccessful and

the degrees of their contribution to the organizational goals and objectives. The standards set

should be clear, easily understandable and in measurable terms.

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the standards all the

employees of the organization. The employees should be informed and the standards should be

clearly explained to them. This will help them to understand their roles and to know what exactly

for them. The standards should also be communicated to the appraisers or the evaluators and if

required, the standards can also be modified at his stage itself according to the relevant feedback

from the employees or the evaluators.

MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the Performance appraisal process is measuring the actual performance

of the employees that is the work done by the employees during the specified period of time. It is

a continuous process which involves monitoring the performance throughout the year. This stage

requires the careful selection of the appropriate techniques of measurement, taking care that

personal bias does not affect the outcome of the process and providing assistance rather than

interfering in an employees work.

COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

The actual performance is compared with the desired of the standard performance. The

comparison tells the deviations in the performance of the employees from the standards set. The

result can show the actual performance being more than the desired performance or the actual

performance being less than the desired performance depicting a negative deviation in the

organizational performance. It includes recalling, evaluating and analysis of data related to the

employee’s performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees on one-to-one

basis. The focus of this discussion is on communication and listening. The results, the problems

and the possible solutions are discussed with the aim of problem solving and reaching consensus.

The feedback should be given with a positive attitude as this can have a effect on the employee’s

future performance. The purpose of the meeting should be to solve the problems faced and

motivate the employees to perform better.

DECISION MAKING

The last step of the process is to take decisions which can be taken either to improve the

performance of the employees, take the required corrective actions or the related HR decisions

like rewards, promotions, demotions, transfers etc.

Appraisal is the evaluation of worth quality or merit. In the organizational context performance

appraisal is a systematic evolution of personnel by superiors or other familiar with their

performance.
"Performance appraisal is the systematic evaluation of the individual with respect to his or her

performance on the job and his or her potential for future development"

Thus, PA is a systematic objective way of judging the relative worth or ability of an employee in

performing his/her job.

An effective PA system is essential for any organization basically, it is appraisal of the

performance of each employee and checking whether the actual performance of the performance

which is expected from the employers. Once employee has been selected trained and notified he

in then appraised for his performance. Performance appraisal to the step where the management

find out how effective it has been at hiring and placing employees. If any problems are identified

we communicate with the employees and to give remedial measures to them.

In TRACO Cable Company Ltd sating the present PA system is based on achievements of

organization goals. The MBO method is used for goal setting. The behaviorally anchored relines.

method is also used to access the performance of the

employees

The main characteristic of PA follows:

• PA is a process consisting of a series of steps

• It is the systematic examination of an employee's strengths and weakness

• PA is a scientific or objective study ,

• It is an ongoing or continuous process where inn the evaluation is arranged periodically

according to a definite plan

• The main purpose of PA is to secure information necessary for making objective and correct

decision on employees

The main objective of PA follows:

• Feedback: PA provide feedback to the employees about their performance

• Database: to provide a valid database to employees about their placements, salary, promotion,

transfer and punishment

• To diagnose the strengths and weakness of individual employees

• To provide coaching, counseling, career planning and motivation to subordinates '

• To develop positive superior-subordinate relations and thereby reduce

grievances » To rest the effectiveness of recruitment, selection, placement and induction

programs.

• Pressure of employees: PA puts a sort of pressure and employees for better performance.

Importance of PA system is as follows:

• PA provides variable information for personnel decisions such as pay increase, promotions,

demotions and transfer

• It helps to judge the effectiveness of recruitment selection, placement and orientation system

of the organization

• It is useful u analyzing training and development needs. These needs can be assessed because

of PA reveals people who require,further training to remove weaknesses

• PA can be used to improve the performance through appropriate feedback, working and

counseling to employees

Process of performance appraisal

1. Establishing perfonuance standards

2. To evaluate actual performance

3. Compare actual standard

4. Take corrective measure

Methods of performance appraisal

Performance of employee
1. Straight ranking method

It is the simplest and old method of merit rating. Every employee is judged as a whole without

distinguish the rate from his performance. A list is then prepared for ranking workers in order of

their performance on the job. So that on excellent employed is at the top and poor at the bottom

2. Paired comparison method -

In this method every person is compared trait wise with other person at a time the number of

times one person is compared with other is tailed on a piece of paper these number help in

yielding rank order of employee.

3. Grading system

Under this system certain features like analytical ability, cooperativeness, dependability, job

knowledge are selected for evaluation. The employees are given grades according to the

judgment of the trait. The grade may such as

a) Category A very good

b) Category B satisfactory

c) Category C Average

d) Category D Below Average

4. Forced distribution method [Percentage wise method]

This system is based on the employees can be divided into five categories:

a. Outstanding

b. Above Average

c. Average

d. Below Average

e. Poor
5. Check list method

Under this method the supervisors are provided with printed forms containing descriptive

question about the performance of employees. The supervisor has the answer is yes or no

questions. After thinking these question the forms are send to personal department were final

meeting is done certain question like:

L
a. Is employee had worrying b. Is regular or the work , c. Thus he co-operate with the

supervisor d. Thus, he follows instructions when

6. Critical incident method

This method is attempted to measure the workers performance in term of certain events or

incidental that occur in the force of work. The assumption in this methods is that the

performance of an employee on happening of critical incidents determining his failure of

success. The supervisor keeps the record of critical incident at different time

and then rated him.

7. Free essay method

Under free essay method the supervisor rights a report about the employee which s based on his

assessment. The supervisor continuously watches the workers or subordinate and writes his

assessment in the report. The areas covered are the behavior with employees, job knowledge,

employee traits, development needs for future etc...

 CHAPTER 2
INDUSTRY PROFILE
 2.1 INDUSTRY PROFILE
The Indian cable industry is highly fragmented with a very large number of cable producers. Many

hundreds of companies a larger total that can be found in any other country in the world expect china.

Many of these Indian companies are small scale cable producers. The smallest if which are family

run operations with only the

most basic of production equipment.

The word viCable" has its origins in the days of telegraph messages send internationally via undersea.

A cable was known "Cable forms" or "Cable" for short. The main use of cable a very strong made of

stands of metal wire as used to support cable cars of suspension bridges. A code of metal wire used

to operator or pull mechanism and a heavy strong rope

TRACO Cables Company Limited located in the industrially upward area in Ernakulum district one

of the units of TRACO Cables Company Limited. The government of Kerala undertaking the site of

the company is at Irempanam near Tripumthara. It was started as a company in Kerala in the year of

1960.

A cable is one or more wires or optical fibers bound together typically in a common protective jacket

or sheath. The individual wires or fiber inside the jacket may be covered or insulated. Combination

cables may contain both electrical wires and optical fibers. Electrical wire is usually copper because

of its excellent conductivity but aluminums used as a cheaper option. Bare conductors are

manufactured using aluminums with steel wire inside for strength.

Electrical cables may be made flexible by stranding the wires. In this process smaller individual

wires are twisted or braided together to produce larger wires than are more flexible than solid wires

of similar size. Bunching small wires before concentric standing adds the cable flexibility. In the

19thcentury and early 20th century, cable was often insulated using cloth, rubber and even paper. PVC

materials are generally used today for outer sheathing which is weather proof.

2.1.1 Emerging opportunities of Indian cable industry

Cables are the crucial infrastructure backbone of an economy, the critical element that connects the

length and breadth of the country as telecom and power networks. The Indian cable industry offer

scope for positive contribution to manufactures of both power and telecom cables.India recent

economic performance has been commendable on many counts.The economy grew at an average

rate of about 9% before the global economymeltdown. It slows down in 2008 because of global crisis

and the severe drought of thecountry in the year 2009 compound to the economic recession. However

due to the under the line strength of economy the average annual rate grew 9% in the year 2010-2011

and the economic growth is at accelerating pace to achieve the growth target of10% per annum

during 12th five year plan. The infrastructure needs of the whole counttry broad by include roads,

railways, air and water supply, civil system irrigation,electric power and telecommunication. The

enhanced investment in power sector and telecommunication sector are crucial to ensuring

mclusiveness of the growth process.TRACO CABLE COMPANY has wide challenges and

opportunities in supplying bare conductors, power cables and telecommunication cables to

participate infrastructuredevelopment for the growth of the economy. Being a public sector the role

of the company to assist the distribution segment to tackle power shortage problem in manyparts of

the country which is crucial for fueling the 10% economic growth the country is compelling in the

vibrant market without any order preference or price preference earlier enjoyed by public sector
companies. The modern technology and committed work force combined with PDCA policy [Plan,

Do, Check and act for continual improvement in performance] of the company.

2.2 Global scenario

In the wake of the opening up of the earth and skies to private operators, India is all set to see a "War

of accesses" with very few large players, a widespread geography and an extremely rowdy and

unorganized cable operator setup. The options between DTK and cable as access modes are both set

to 1000 the ever increasingly discerning Indian consumer. The Following attempts to provide an

overview of the world scenario. It provides collate information from various countries all in different

stages of "access provision" development.

Improved industrial profitability

According to survey by CRV of finance results of major listed Indian cable companies industry

profitability has been improving 10 recent quarters. Average profitability weekend from Q2 2002

onwards and the low point of the industry was reaches in Ql 2004 as in that quarter some of the

major players in that quarters some of the major players in telecoin cable reported big operating

losses. Since Q2 2005 average margins for the Indian .cable industry have been above 10% so

compared to many other markets where operating margins in the cable industry even in good years

are in the range of 5% to 10 % the financer performance of the Indian industry is quite strong.

Counterfeit cables and issue

In nature of markets such as Western Europe, products such as building wire generally regarded.as

commodities with lowest price and availability being the key criteria for purchasers. Quality is a

second consideration in nature markets as purchasers usually assume that all cables that have the

appropriate product approvals meet the

aiming at adopting priority to infrastructure development to achieve the best possible

outcome in the remaining 11 five year plan.

It is rightly concluded that the pace of economic and social development of a nation depend to a large

extend on the development of the infrastructure. The major part of investment in infrastructure

development has gone into the telecommunication sector and in the energy .sector. The cable

industry has been growing at a phenomenal rate after countries in different continents initiated

economic liberalization measures. As the liberalization and globalization took firm root in India

TRACO CABLES COMPANY

required performance specification. In India however the marker situation is different: domestic

consumers are likely to be quality conscious aware of brands of cable that have a reputation for

quality and wary of buying poor quality products. In a market where perceptions of quality are

important unscrupulous small producers may try to sell counterfeit cables usurping the brand names

of the more reputable Indian cable makers.

Foreign Investment in joint ventures

There are number of cable making joint venture in India involving foreign groups, but there has not

been a big movement by foreign groups, but there has not been a big movement by foreign investors

into Indian cable manufacturing. The track recorder for foreign investors into Indian cable industry is

generally poor. There are several examples of foreign companies that in the past have established

joint ventures in India but which have eventually withdrawn either due to market conditions

remaining poor over a number of years or to consistently weak performance by the joint venture

cable business in India that are wholly owned by foreign groups are rare. It is interesting that some of

the leading global cable groups have no presence in India except via trading companies.

Contrast with China.

The reluctance of foreign investors to "go to alone" in the Indian cable market contrasts with what

has happened over recent years in China. Depending on the market sector, a foreign cable group in

Chine may choose either to set up joint ventures with local company or to establish a wholly owned

business. More experienced investors in China have the confidence not to need the support of a local

partner unless there are good reasons for seeking such support.

COMPANY
PROFILE
COMPANY PROFILE
TRACO Cables Company Limited located in the industrially upward area in Ernakulum district one

of the units of TRACO Cables Company Limited. The government of Kerala undertaking the site of

the company is at Irempanam near Tripunithara.

A premier Kerala Government company incorporated in the year 1960 commenced operations in the

year 1964 is engaged in the manufacturer of high quality electric cable and bare conductors in

technical collaboration with M/s. Kelsey engineering Co. Ltd, Canada. Since then TRACO has been

in the fore front in meeting the needs of public sector undertaking in India like Railways, Electricity

boards of various states in the country and other for AAC/ACSR power and signaling cable a part of

diversification. Telecommunication cables were produced by TRACO in collaboration with

Hindustan cable, West Bengal under an argument in the year 1974.

Until the liberalization of licensing policy in the country TRACO was one of the two manufactures

of Telephone cab'e in India and is the only one in the whole south India. During the year 1990 as part

of expansion of the company a separate factory was set up as Thiruvalla with the technical

collaboration with M/s General Cable Inc. USA. World leaders in the communication cable filled and

manufactured underground jelly filled telephone cables [JFTC],

TRACO self-support Aerial cable connect people aerially which are manufactured concurring to both

national and international standards. TRACO has developed aerially bunched cables for LT overhead

lines also. During the year 2011 company started its third unit at Kannur for manufactures of house

wiring cables. Over the year's company have sustainable growth and is running on profitgiving

employment opportunity for around 750 personnel when the demand for telecommunication cables

came down drastically due to fast technological development. The Thiruvalla unit of the company

was transformed to manufacture power cable and bare conductors by procuring balancing machines

and testing equipment.

The present authorized share capital is Rsl5, 00, 00,000/-[Rs Fifteen crore only] divided into

2,50,000 preference shares[rwo lack fifty thousand] of Rs 107- each and 1,47,50,000[ one crore forty

seven lakh fifty thousand] equally shares of Rs 10/- each.

Traco Cables Company Limited was referred to BIFER when net worth of the company has been

fully crossed as on 31.03.2006The negative net worth was wiped often the subsequent years due to

various revamping measures under taken by the company along with the support of Government of

Kerala. Now the Company is having net worth of more than one crore and the company is now

discharged from the purview of BIFER as on 31.03.2010.

Due to globalization, liberalization and privatization TRACO is computing in the market without

price preference or order preference and has grown making its presence in the cables market. Being

an ISO company improvement in product and method are continuously undertaken along with the

work place improvement due to team effort with shared vision to accomplish tasks. The peaceful

industrial relation in the company inspires everyone and endeavors to put in all effort to achieve

higher level of performance.

INFRA STRUCTURE OF THE IRIMPANAM FACTORY

 Land
 Plant Area Electricity Water
  15.38 hectors [9500 Sq. Meters built up area] 7000 Sq. meter
 2 no 1000 KVA transformers
 3 bore wells for supply of process water to the factory
 IFRP/spray cooling tower for water cooling. 1 well for drinking water

MAJOR PRODUCTS
• Self-supported Areal Cable
Polythene insulated moisture barrier self-supporting aerial cables

Suspension wire and cable core are contained in a single polythene sheath 10 to 100 pairs worth

0.4, 0.5, 0.63 and 0.9 mm gauge

• Bare conductors

Bare conductors- AAC, ACSR and all aluminum alloy conductors for transmission

and distribution purposes.

• Fiat twin cable

Fiat twin weather proof cable

PVCinr.ulated aluminum fiat twin cables

Use: for providing domestic power connections.

• Power cables with copper conductor PVC insulated and sheathed Armored/ unarmored

copper power cables

• Railway signaling Cables

Signaling cables- used by railways

PVC insulated and sheathed armored/ unarmored copper cables

Personal and Administration Department

The main Personal and Administration Department is situated at the Head office. There are units of

personnel and administration departments functioning at Iremponam and Thiruvalla factory units.

The responsibilities of P&A department are overall charge of administration, HRD and training

function of the company over all charge of personnel and industrial relations and support servicers

[Liaison with matters]. The personnel and administration department head office takes care of

requirement and selection. The sub departments at the factory takes care more of industrial relations.

HR department here gives more emphasis to providing a growth oriented employee's friendly

working environment

STRUCTURE OF HR DEPARTMENT

Various departments In TRACO cable company

1. Marketing department
2. Purchase Department
3. Production Department
4. Quality assurance Department
5. Stares Department
6. Financial Department
7. Maintenance Department
8. Personal and Administration Department
Function of HR department in TRACO
[Type text]
1. Maintaining of personnel files
2. Issuing of promotions personal grade to each employee
3. Grievance handling
4. Preparation of board notice [direct board]. Replaying to government letters etc...
5. Maintaining and up keeping of personal data in separate registers unit wise
6. PF remittance of employees, sending of annual returns of PF maintaining ESI [Employee state
insurance scheme] etc...
7. Made claim policy, personnel accident clams etc...
8. Issuing yearly increment to employee
9. Replaying to legislative assembly interpellation and sending all statutory replies
10. Work replaced with training.
11. Maintaining documents in connection with ISO 9001 and ISO 1400 audits
12. Maintaining stock of stationery and first aid
13. Return of profession fax of employees
14. Work connected with loans and advances cf employees

15. Providing facilities like housekeeping, lighting, telephone etc...

16. Appointing of temporary hands/casuals if required

17. Maintaining of attendance of employees, late coming early going, absenteeism, overtime etc...

18. Implementation of long term argument. Promotion, policy, pay revision, pay fixation etc. on time.

19. Issue of certificates like NOC [no objection certificate] salary certificate, experience certificate

etc.

20. Calculation of retirement/ termination benefits to retiring, resigning and terminated

employees or employees dying in service.

RECRUITMENT & SELECTION PROCESS

Since TRACO is a Government company the recruitment is through public service commission

[PSC] tests and through employment exchange. From the open market the company selects only CAs

and ICWAs. The selection procedure includes the selection of semi-skilled workers to the grade &

officer post.

TRAINING

Training is very important for efficient performance in the job. There is a procedure called TNA

[training Need Assessment]. The higher level managers of all departments assess the training needs

of the employee under them. After this TNA report is forwarded to the head office for approval.

There are two type of training:

1. In house training .
The training is given in the organization itself. It can be of two types using internal faculty and

external faculty

2. External training

The employees are given who need training are sent outside for training in institutions that conduct

training programs.

WELFARE MEASURES

On retirement, fixed amounts will give to the employees. This is applicable to the workers and

officers Performance appraisal Objectives ,

1. Personal grading of each person

2. There are certain parameters that are established and accounting to these parameters the

employee's job performance is measured

3. The main parameters are

1. Attendance
2. Punctuality
3. Job knowledge
WAGES AND SALARIES
All employees are appointed in their respective scales of pay which is finalized as part of long term

argument made in periodic settlements. There is an increment in wages and salaries every year. Here

at TRACO, wages are also paid per work and additions are made for overtime. Deductions are also

made for reasons of leave, late entry etc...

DISCIPLINE
i

There are certain standing orders set by the organization on the conduct of employees, In case of

misconduct the following steps are taken

1. First management sends a note to the convict

2. An enquiry officers is appointed for the case

3. The result are presented to the management

4. Then ta decision is taken based on finding. If the management is not convinced, a report enquiry

may be conducted

INCENTIVES AND FRINGE BENEFITS

Incentives are usually given to the workers. A production target will be given to the workers

incentive will be given accordingly by cash. Also there is special pay.

As regards fringe benefits there is milk allowance, heavy duty allowance, night shift allowance and

over time' allowance.

There exists a works committee also in TRACO under industrial dispute act 1947 every

establishment employing 100 or more workers are required to consulate a work committee. Such a

committee consists of equal numbers of representative of employee and workers. The main purpose

of works committees is providing measures for securing and preserving amity and good relations

between the employee and employees.

WELFARE MEASURES
On retirement a fixed amount will be given to the employees. This is applicable to the workers and

officers, provident funds for the employees.

TRANSFER AND PROMOTION ,

Transfer of the employees depends upon the vacancy created in company. Promotion is done

according to the performance appraisal.

TRADE UNIONS

There are about 2 unions in the company who actively participate in the working of the company.

They are

• TCEU- TRACO cable Employees union [CITU]

• TCEA- TRACO cable Employees association [INTUC]

PRODUCT PROFILE
TRACO's new ranges of self-support aerial cable connect people aerially at the same time

economically. They are manufactured to both national and international standards. TRACO has

developed aerially bunched cables for LT overhead line also. They are polythene insulated aluminum

cables of specification: REC specification NO. S2/1984 and have a rotted voltage of 1.1 KV. This

type of cables helps in reducing the power interruptions to the barest minimum level possible.

As Al-Mg-Si alloy is joined our conductor family we are growing beyond steel. TRACO has added

all aluminum alloy conductor [AAAC] to the project range and joined the energy conservation

moment. Some of the salient feature which makes all AAAC markedly separated to ACSR is as

follows

1. High strength/ weight ratio : 21 to 26 % lighter as compared to ACSR .Reduction of tension is 21

to 23 % and hence lighter towers could be satisfactory saving in cost would be greater

2. High electrical conductivity: Conductivity is 6 % to 11 % higher than the corresponding ACSR.

Lower AC resistance and hence considerable decrease in line losses.

3.^ Good corrosion resistance: Usage of AAAC in the coastal area is of great significance.

4. Great abrasion-and creep resistance: Abrasion resistance of alloy stands is more than four times

that of EGG grade aluminum

5. High conductor metal efficiency: Metal efficiency of aluminum alloy wire is 126 areas that of EC

grade aluminum is on 82

6. Thermal expansion: Along with the risk and fall of temperature the sag increases or decreases to

throughout the conductor

7. Connect ability: Superior to ACSR Great torque can be applied without concern for the cold flow

beneath the conductor

"TRACO CARRIES POWER ALL OPVER INDIA AND PARTICIPATES IN RAILWAY

SIGNIALLING"
Our -bare conductors weather proof cables and power are used by several electricity boards in India

manufactured to meet the Indian standards specification.

Self-supported areal cable

Polythene insulated moisture barrier self-supporting arteriolar cable

Suspension wire and the cable core are containing in a single polythene sheath 10 pairs with 0.4, 0.5,

0.63 and 0.9 mm gauge. Spec: Telecommunication

Research center Spe: No 52-23/85 TRC with reference various ASSTM, BS sand is specification.

• PVC crop wore

PVC insulated drop wire spec: ITD Spec NO S/WS-118D and PVC insulated and polythene sheathed

spec no. SP/76-2/87/63

• Bare conductors

Bare conductors- A AC ACSR and all aluminum alloy conductors for transmission and distribution

purpose: SPEC: IS 398 part I, IS 398 Part II, IS 398 part IV

• Fiat twin cable

Fiat twin weather proof cables- PVC insulated aluminum fiat twin cables.
PVC insulated and sheathed armored/ unarmored aluminum power cables lOOOv Grade Spec: IS:

1554 Part I

• Power cable with copper conductor

PVC insulated and sheathed armored/ unarmored copper power cables Standard Spec: IS: 1554 Part

I, 1100 Grade

• Railway signaling cables

*

Signaling cables- used by Railways PVC insulated and sheathed armored/ unarmored copper power

cables

LOOOv Grade Spec: Indian railway specification NO: 563.89 for PVC insulated cables for railway

signaling.

Future Plans for diversification of products

1. XLPE cables- cross linked polyethylene cables of various size up to 400 sq.mm Use: High

voltage issuer transmission/distribution

2. .Super enameled copper wire of various gauges.

Use: Winding purpose in transformer winding/motor winding.

1100 V Grade space: IS 694 extensively used for providing connections to the domestic consumer '

• Power cable with aluminum conductor

 CHAPTER - 3
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research methodology

This is defined as a high intellectual human activity used in the investigation of nature and matter and

deals specifically with the manner in which data is collected with the manner in which data is

collected, analyzed and interpreted.

3.I Definition of research

Research can be defined as the search for knowledge or as any systematic investigation, with an open

mind to establish novel facts, usually using a scientific method. The primary purpose for basic

research is discovering, interpreting, and the development of methods and systems for the

advancement of human knowledge on a wide variety of scientific matters of our world and universe.

Research simply means a search for facts-answer to question and solution to problems. It is a

purposive investigation. It seeks to find explanation to unexplained phenomenon, to clarify the

doubtful facts and to correct the misconceived facts. The encyclopedia of social science defines

"research as the manipulation of generalizing to expand, correct or verify knowledge.

3.2 Research design

For the purpose of study, descriptive or survey research design is used. Survey. research

design/survey methodology is one of the most popular for dissertation research. A research design is

the arrangement of conditions of collection and analysis of data in a manned that aims to combine

reliance to the research purpose with economy in produce. It is the plan; strategy of investigation

conceived as to obtain answers to research questions and to control variance for this study descriptive

of design was used. Descriptive design describes phenomena as they exist. Descriptive studies

generally take raw data and summarize it in a form. They also are qualitative in nature if the sample

size is small and data are collected from questionnaires, interviews or observations.

3.3 Universe

The term "Universe" refers to aggregate or the totality from which the sample is taken for the

study. The universe of the study is the non-executives of the Traco Cable Company Ltd. The

total number of Employees in this organization is around 228. Out of 228 employees 213 were

non-executive employees.

3.4 Sample

A Sample is finite part of a statistical population whose properties are studied to gain

information about the whole.sample selected here is 50

3.5 Sample unit

This sampling unit that was taken in this study is management administrative and technical cadre

employees in TRACO Cable Company

3.6 Sample design

Sample design is a definite plan for obtaining a sample from a given population. From a universe

of employee in various departments, a sample of 50 was chosen. Non probability sampling was
adopted so that it does not provide any basis for estimating the probability that each item in the

universe possess to be included in the sample. Among the non-profitability sampling methods,

convenience sampling method was selected as a basis for generating the hypothesis and testing

of their significance.

3.7 Sampling method

The sampling technique used for the study was random sampling under this sampling each

member of the population has a known and equal chance of being "selected. To be more precise,

the random sampling used here is stratified random sampling. Here I have used random sampling

because the sample was taken from day shift for the matter of convenience.

Method of data collection

Data were collect through primary and secondary data

a) Primary data

Primary data was collect through structured questionnaire prepared by the researcher. The data

collected were first-hand information from employees of the TRACO Cable Company.. v

b) Secondary data

Secondary data were collected from the company profile, magazines, journals, website etc... First

step in the data-collection process is look for secondary data. These are data were developed for

some purpose other than for helping to solve the problem at hand. If the data was collected by

someone else for some other purpose, it is secondary data.

The research process

Stage 1 Problem definition

Stage 2 Research Design developed

Stage 3 Data Analysis

Stage 5 Report Presentation

Figure 3.1 Stages in the research process

Questionnaire is a list of questions used for the collection in an investigation from. Questionnaire is

necessary for both census and sample study. The following are same general rules in drafting the

questionnaire.

1. The number of questions should be maximum * .

2. The questions should be able to show all the required information

3. The questions should be arranged in logical order

4. The questions should be short and simple and unambiguous

Tools for analysis

The question used for the survey was open ended questions. The questionnaire was designed with the

help of project guild. The main data collection method for descriptive study is survey method. The

principle survey options were questionnaires and personal interviews.

Questionnaire is the main instrument of collecting primary data. It consists of a set of questions

presented to the employees for their answers. Questionnaire consists of both open and close ended

questions. The data collected has been analyzed by applying appropriate statistical techniques and is

presented by means of tables and diagrams. The percentage analysis techniques has been used for

data analysis and the obtained results or outputs have been presented or illustrated with help of pie

diagrams, histograms, and bar diagrams.

Percentage analysis

Percentage refers to a special kind of ratio. The researchers have used percentage analysis to study

the relationship between two or more variables.

 Percentage = (Number of Employees/Total Employees) *100

Statement of the problem

The study is in respect of performance appraisal in management in the TRACO cable company.

This company is one of the leading manufacturers of yarn in Kerala up a unit of TRACO Cable

Company Limited. This company can make a huge profits by selling the product to the public,

but 50% of the sale made by the company to the Government institution, On company the study

will able to know the performance appraisal in management giving scope for workers to

influence the managerial decision making process at different level at various forms in the

organization.

Scope of the study

Findings of the study can be used by manufacturing companies to get an insight about PA

system. It also helps know what the employees may expect after the PA. It helps to know what of

measures can be following during the PA. The study can be provided guidance in adopting

effective performance appraisal system in the company.

• This study was conducted among employees in administrative management and

technical cadre in TRACO cables

• This study helps the management to identify the strength and weakness of the

existing PA system

• It will help the researchers to set corne practical knowledge about PA system

OBJECTIVES OF THE STUDY:

The objective of the study is as follows

 1. To maintain records in order to determine compensation packages, wage structure,

salaries raises etc.

2. To identify the strength and weakness of employees to place right men on right job.

3. To maintain and assess potential present in a person for further growth and development.

4. To provide feedback to employees regarding their performance and relating status, it

serves as basis for influencing working habits of the employees.

5. To review and retain the promotional and other training programmes

LIMITATIONS OF THE STUDY

1. Due to time and resource constraints the study of all the employees of the company could

not be carried out.

2. All the inherent limitations of the primary and the secondary data is applicable to this

study also

3. Reliability of information cannot be assured because of complex nature of mankind

4. The officers were but with their routine engagements, it was rather difficult to space their

time for detailed discussion

5. It was very difficult to stipulate a time for the workers because the workers and the staff

was very busy with their routine work.

 Chapter - 4
DATA ANALYSIS AND INTERPRETATION
 Data analysis and interpretation

Table 1

Table showing respondents aware of performance appraisal

NO KNOWLEDGE OF PROCESS NO: OF RESPONDENTS PERCENTAGE

1 YES 32 64

2 NO 18 36

TOTAL 50 100

Source : Primary data

 PERCENTAGE
70

60

50

40 PERCENTAGE

30

20

10

0
YES NO

INTERPRETATION:
 The chart shows 64% of the respondent has knowledge about the PA system and 36% of the
respondents have no idea about the PA system

TABLE 2
Table showing when PA is conducted

NO. APPRAISAL CONDUCTED NO: OF RESPONDENTS PERCENTAGE

1 Annually 25 50

2 Half yearly 20 40

3 Quarterly 5 10

TOTAL . -. 50 100
 PERCENTAGE
50
45
40
35
30 PERCENTAGE
25
20
15
10
5
0
Annually Half yearly Quarterly

INTERPRETATION:
The above table reveals that the half portion of the respondents has the opinion that PA was
conducted annually and 40% of the respondent have the opinion that PA was conducted half
yearly and 10% of respondents have the opinion that PA was conducted quarterly.

TABLE SHOWING AS TO WHO CONDUCTS THE PA PROCESS

NO. PA CONDUCTED BY NO: OF RESPONDENTS PERCENTAGE

1 Immediate Supervisor 20 40

2 Top Management 5 10

3 Colleagues 18 36

4 HR Manager 7 14

TOTAL 50 100
 PERCENTAGE

14
40
Immediate Supervisor

Top Management

Colleagues

HR Manager
36 10

INTERPRETATION:
 Among the total respondents 40% of the respondents have opinion that PA was conducted by
the immediate supervisor, 10% of the respondents have the opinion that PA conducted by top
management. 36% of the respondents have the opinion that PA was conducted by colleagues.
14 % of the respondents have the opinion that PA was conducted by HR manager

TABLE 4
Table showing the respondents which PA system they prefer

NO. TYPE OF SYSTEM NO: OF RESPONDENTS PERCENTAGE

1 Open System 20 40

2 Confident System 22 44

3 Mixed System 8 16

TOTAL 50 100
 PERCENTAGE
50
45
40
35
30
PERCENTAGE
25
20
15
10
5
0
Open System Confident System Mixed System

INTERPRETATION:
 The table shows that 40% of the respondents prefer open system and 44% of the respondents
prefer confident system and 16% of the respondents prefer mixed system

TABLE 4

Table showing why PA is conducted

NO. TYPE OF SYSTEM NO: OF PERCENTAGE

RESPONDENTS
1 To maintain the workforce 15 30
2 To improve the performance 20 10
3 To determine the personal 8 16
development opportunities
4 Basis of operations 7 14
TOTAL 50 100
 PERCENTAGE
8.2
14

To maintain the workforce

To improve the performance
To determine the personal
development opportunities
16
30 Basis of operations

10

INTERPRETATION:
 The survey shows that, 30% of the respondents is of the opinion that the PA is conducted for
maintaining the workforce in the TRACO Cable Company and 40% of the respondents have
the opinion that it is conducted to improve the performance of the employee in the
organization and 16% of them have the opinion that it is for determining the personal
development opportunities and 14% feels that is necessary for the basis of promotion in the
organization.

TABLE 6
Table showing present appraisal methods cover the objectives

NO. APPRAISAL METHOD NO: OF RESPONDENTS PERCENTAGE

COVER THE OBJECTIVE

1 YES 32 64

2 NO 18 36

TOTAL 50 100
 PERCENTAGE
70

60

50

40 PERCENTAGE

30

20

10

0
YES NO

INTERPRETATION:
 This table shows that a large percentage of the respondents [64%] have the opinion that PA
method cover the objectives and 36% of them are saying that objectives are not achieved by
this present appraisal system

TABLE 7
Figure showing the purpose of performance appraisal

NO. PURPOSE OF PERFORMANCE NO: OF PERCENTAGE

APPRAISAL RESPONDENTS
1 Evaluation of employees 18 36
2 Promotion of employees 12 24
3 Motivation 8 16
4 Job satisfaction of employee 12 24
TOTAL 50 100
 PERCENTAGE
40
35
30
25
20
15
10 PERCENTAGE
5
0

INTERPRETATION:
 This shows that 36% of the respondents feels that it is for evaluation of employee's
purpose and 24% of the respondents feel that it is for the promotion of employee and
16% of the respondents feel that it is for job satisfaction of employee and 24% says the
that PA is done for motivation purpose.

TABLE 8

Whether satisfied with Present system of performance appraisal

NO. SATISFIED WITH THE NO. OF RESPONDENTS PERCENTAGE

PRESENT PA SYSTEM
1 Highly satisfied 20 40
2 Satisfied 25 50
3 Dissatisfied 5 10
TOTAL 50 100
 PERCENTAGE
60

50

40
PERCENTAGE
30

20

10

0
Highly satisfied Satisfied Dissatisfied

INTERPRETATION:
 The survey shows that 40% of the respondents are highly satisfied with the present system of

PA, 50% of the respondents are satisfied with the present system of PA and 10% of the

respondents are not satisfied with present system of PA

TABLE 9
Table showing whther performance appraisal system helps to increase your productivity

NO. IDENTIFY FURTHER JOB NO: OF RESPONDENTS PERCENTAGE

REQUIREMENT
1 Strongly agree 31 - 62
2 Agree 2 24
3 Disagree 7 14
TOTAL 50 100
 PERCENTAGE

70

60

50
PERCENTAGE
40

30

20

10

0
Strongly agree Agree Disagree Category 4

INTERPRETATION:
This table shows 62% of the respondents strongly agree to the statement that PA increase the
productivity in TRACO Cable Company Ltd. 24% of the respondents agree that PA increase
productivity and 14% of the respondents disagree to the said statement.

TABLE 10
Table showing whether PA is helpful in deciding your salary and promotion

NO. OPINION NO: OF RESPONDENTS PERCENTAGE

1 YES 35 70
2 NO 15 30
TOTAL 50 100
 PERCENTAGE
70

70

60

50 PERCENTAGE
40 30

30

20

10

0
YES NO

INTERPRETATION:
Among the total respondents 70% says that PA is helpful in deciding your salary and promotion.
30% of the respondents is of the opinion that PA is not helpful in deciding your salary and
promotion.

TABLE 11
Table showing the relation of all these factors with Performance appraisal system .

NO. SYSTEM IS RELATED NO: OF RESPONDENTS PERCENTAGE

1 Retention of employee 15 - 30
2 Recruitment system 8 16
3 Organizational culture 7 14
4 Motivation 20 10
TOTAL 50 100
 PERCENTAGE
35
30
25
20
15
10 PERCENTAGE

5
0

INTERPRETATION:
 This table shows that 30% of the respondents is of the opinion that PA system is related to
retention of employees. 16% of respondents attribute it to recruitment system.14% of the
respondents feel that Organizational culture is related to PA and 40% respondents feels that it
is related to motivation

TABLE 12
Performance appraisal improves motivation and job satisfaction
NO. PA IMPROVES MOTIVATION AND JOB NO: OF PERCENTAGE
SATISFACTION RESPONDENTS
1 Highly agree 12. 24
2 Agree 21 42
3 Disagree 10 20
4 Highly Disagree 7 14
TOTAL 50 100
 45

40

35

30

25
PERCENTAGE
20

15

10

0
Highly agree Agree Disagree Highly Disagree

INTERPRETATION:
 This table shows that 24% of the employees highly agree to the fact PA improves
motivation and job satisfaction, 42% employees agree to the fact that PA improves
motivation and job satisfaction, 20% of the employees disagree that PA improves
motivation and job satisfaction, 14% of the respondents highly disagree that PA improves
motivation and job satisfaction

TABLE 13
Table showing whether PA motivates the employees to perform better

NO. MOTIVES NO: OF RESPONDENTS PERCENTAGE

1 YES 45 90

2 NO 5 10

TOTAL 50 100
 100

90

80

70

60
PERCENTAGE
50

40

30

20

10

0
YES NO

INTERPRETATION:
 The table shows that majority of the total respondents (90%) have the opinion that PA
motivates them to perform better, and while rest of respondents [10%] says that PA does not
motivate them to perform better.

TABLE 14
Table showing whether PA improves performance level of the employees

NO. OPINION NO: OF RESPONDENTS PERCENTAGE

1 YES 40 80

2 NO 10 20

TOTAL 50 100
 100

90

80

70

60
PERCENTAGE
50

40

30

20

10

0
YES NO

INTERPRETATION:
 Among the total respondents 80% says that PA is helpful in increasing their performance
level. 20% of the respondents say that PA does not help in increasing their performance.

TABLE 15
Table showing whether PA is followed by personal interview with superior

NO. OPINION NO: OF RESPONDENTS PERCENTAGE

1 Agree 35 70

2 Disagree 15 30

TOTAL 50 100
 PERCENTAGE

Agree
Disagree

INTERPRETATION:

 Majority of the respondents (70%) have opinion that PA is followed by personal

interview with superior and while the rest of them have the opinion that PA does not
followed by personal interview with superior

TABLE 16

Table showing PA is helpful in providing any opportunity TO THE EMPLOYEES

NO. PA IS HELPFUL TO OPPORTUNITY TO NO: OF PERCENTAGE

THE EMPLOYEES
RESPONDENTS

1 YES 36 72 %

2 NO 14 28 %

TOTAL 50 100
 5

4.5

3.5

3
Series 1
2.5

1.5

0.5

0
YES NO

INTERPRETATION:
 Out of the total respondents 72% of them say that PA is helpful in providing opportunity
to their employees and rest of them has opinion that PA is not helpful in providing
opportunity to the employees.

TABLE 17
Table showing whether PA helps supervisors to identify the subordinate more closely

NO. TO IDENTIFY THE SUBORDINATE NO: OF PERCENTAGE

MORE CLOSELY RESPONDENTS

1 YES 45 90

2 YES 5 10

TOTAL 50 100
 100

90

80

70

60
PERCENTAGE
50

40

30

20

10

0
YES YES

INTERPRETATION:
 Majority of the respondents (90%) have the opinion that PA helps supervisors to identify the
subordinate more closely. 10% of the respondents say that PA does not help supervisors to
identify the subordinate more closely

TABLE 18
Performance appraisal system in the company

NO. OPINION NO: OF RESPONDENTS PERCENTAGE

1 Excellent 18 36

2 Good 20 40

3 Average 10 2

4 Poor 2 4

TOTAL 50 100
 PERCENTAGE
45

40

35

30

25 PERCENTAGE

20

15

10

0
Excellent Good Average Poor

INTERPRETATION:
 Among the total respondents 36% have the opinion that PA system in their company is
excellent. 40% of the respondents have the opinion that PA in their company is good.
20% of the respondents have the opinion that PA in their company is average and rest of
them says that PA followed by their company is very poor.

TABLE 19
Table showing satisfaction levels with respect to performance rating criteria

NO. PERFORMANCE RATING NO: OF PERCENTAGE

CRITERIA RESPONDENTS

1 Highly Satisfied 15 30

2 Satisfied 25 10

3 Dissatisfied 5 10

4 Highly Dissatisfied 5 10

TOTAL 50 100
 Percentage
35
30
30

25

20 Percentage

15
10 10 10
10

0
Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied

INTERPRETATION:
 Table shows 30% of the respondents are highly satisfied in performance rating' criteria.
50% of the employees are satisfied in performance rating criteria and 10% of the
respondents are dissatisfied and 5 % are highly dissatisfied in performance rating
criteria.

TABLE 20
Table showing PA helps to identify further job requirement
NO. IDENTIFY FURTHER NO: OF RESPONDENTS PERCENTAGE
JOB REQUIREMENT

1 YES 48 96

2 NO ' 2 4

TOTAL 50 100
 Percentage
120

100 96

80
Percentage
60

40

20
4
0
Yes No

INTERPRETATION:
 96% of the respondents says that PA helps to identify further job requirement, while rest of
them have the opinion that PA does not helps to identify further job requirement.

TABLE 21
Table showing training process of employees

NO. HOW LONG THE EMPLOYEE NO: OF PERCENTAGE

GET~TRAINING RESPONDENTS

1 Less than 6 Months 18 36

2 6 Months to 1 Year 20 40

3 1 Year to 2 Years 7 14

4 More Than 2 Years 5 10

 Total 50 100

Percentage
45
40
40
36
35

30

25 Percentage

20

15 14
10
10

0
Less than 6 Months 6 Months to 1 year 1 year to 2 year More than 2 year

INTERPRETATION:
 The table shows that 36% of the respondents says that training lasts for less than 6 month.
40% of respondents say that training lasts for 6 months to 1 year. 14% of the respondents
says that training lasts for l year to 2 year and the remaining 10% of the respondents says that
training lasts for more than 2 year.

TABLE 22
Table showing whether organisation provides training for performance improvement
NO. ORGANIZATION PROVIDES TRAINING NO: OF PERCENTAGE
FOR PERFORMANCE 91 IMPROVEMENT RESPONDENTS

1 Highly Agree 18 36

2 Agree 20 40

3 Disagree 10 20

4 Highly disagree 2 4
 TOTAL 50 100

Percentage
45
40
40
36
35

30

25 Percentage
20
20

15

10

5 4

0
Highly agree Agree Disagree Highly disagree

INTERPRETATION.
 This table shows that 36% of the respondents highly agree that the organization provides
training for performance improvement. 40%of the respondents agree that the organization
provides training for performance improvement. 20% of the respondents disagree that the
organization provides training for performance improvement.4% of the respondents are
highly disagree to the said statement

Table 23
Techniques of Performance appraisal
NO. TECHNIQUES NO: OF RESPONDENTS PERCENTAGE

1 Traditional method 30 60

2 Modern Method 20 40

TOTAL 50 100
 Percentage
70
60
60

50
40
40 Percentage

30

20

10

0
Traditional method Modern Method

INTERPRETATION:
 The table showing that the majority of the total respondents have opinion that traditional
method is being followed in the company while 10% of respondents says that modern method
are being followed.

TABLE 24
Table showing as to which of the objectives are mainly met through PA in your organization
NO. WHICH OBJECTIVES ARE MET NO: OF PERCENTAGE
RESPONDENTS

1 Identify the potentiality 20 40

2 Individual strength and weakness 18 36

3 Identify training needs 12 24

TOTAL 50 100
 Percentage

24

40 Identify the potentiality

Individual strength and weakness
Ientify training needs

36

INTERPRETATION:
 Among the total respondents, 40% of the respondents have the opinion that PA is conducted
to identity the potentiality and 36%of the respondents have the opinion that PA is conducted
to find out the individual strength and weakness in the employees and 24% of the
respondents have the opinion that PA is conducted to identify training needs

TABLE 25
Table showing whether PA helps to access the pros or cons in working of employees and in
providing suggestions.

NO. OPINION NO: OF RESPONDENTS- PERCENTAGE

1 YES 45 90

2 NO 5 10

TOTAL .- 100
 Percentage

16

Yes
No

84

INTERPRETATION:
 Among the total respondents, 90% of the respondents says that PA helps in identifying the
pros and cons with regards to working of employees and helps to provide suggestions.10% of
the respondents doesn’t feel the same

TABLE 26
Table showing whether PA system helps management to find employees according to their interest,
capacity and qualification

NO OPINION NO. OF RESPONDENTS PERCENTAGE

1 YES 42 84

2 NO 8 16

TOTAL 50 100
 Percentage

16

Yes
No

84

INTERPRETATION:
 The table shows that 84 % of the respondents say that PA helps the management to find
employees according to their capacity, interest and qualification while rest of them doesn’t
feel the same.

TABLE 27
Figure showing respondents opinion about PA in the company

NO. OPINION NO: OF RESPONDENTS PERCENTAGE

1 Excellent 18 36

2 Good 20 40

3 Average 10 20%

4 poor 2 4%
 Total 50 100

Percentage
45
40
40
36
35

30

25 Percentage
20
20

15

10

5 4

0
Excellent Good Average Poor

INTERPRETATION:
 Among the respondents 36% have the opinion that PA in their company is excellent. 40%
have the opinion that PA in their company is good. 20% have the 'opinion that PA in their
company is average. And rest of them are of the opinion that PA in their company is very
poor

FINDINGS
 FINDINGS
1. Majority of the respondents have a knowledge about PA system

2. From the study reveals that the half portion of the respondents have the opinion that PA was

conducted annually .

3. It is inferred that PA was conducted by the immediate supervisor

4. Most of the employees prefer confident system of appraisal.

5. Majority is of the opinion that the PA is conducted for maintaining the workforce in the

Company

6. It is found out that that PA method cover the objectives.

7. 36% of the respondent's evaluation of employee's

8. Majority of the respondents are highly satisfied with the present system of PA
9. Most of the respondents strongly agree that the PA increase the productivity

10. Most of the employees are of the opinion that PA is helpful in deciding your salary and

promotion.

11. Majority of the respondents have the opinion that PA motives them perform better

12. Majority of have opinion that PA is followed by personal interview with superior

13. It is inferred that PA helps supervisors to identify the subordinate more closely.

14. Most of the respondents says that PA helps to identify further job requirement

15. Most of the respondents are of the opinion that PA helps the management to find employees

according to their capacity and interest

16. It is found out that respondents are highly satisfied in performance rating' criteria.

17. It is found out that PA helps to identify further job requirement.

18. Majority of the respondents agree to the fact that the organization provides training for

performance improvement.

19. Majority of the total respondents have opinion that traditional method is being followed in

the company..

20. It is found out that PA is conducted to identity the potentiality, to find out the individual

strength and weakness in the employees and to identify training needs

21. It is inferred that PA helps in identifying the pros and cons with regards to working of

employees and helps to provide suggestions.

22. Majority of the respondents say that PA helps the management to find employees according

to their capacity, interest and qualification.

23. Majority of the employees rated the performance appraisal carried out in the company as

either excellent or good while very few rated it as poor.

SUGGESTION
 SUGGESTIONS
1. Performance appraisal should be done at regular shorter intervals. It should be done on every

month instead of an annual basis and feedback should be communicated to the appraised so

as to improve their performance

2. Proper training should be given post appraisal

3. counseling should be ensured after PA

4. There should be a More detailed analysis regarding the performance by the appraised and

appraise

5. More emphasis should be given to the quality of work

6. The supervisor should discuss Performance appraisal with their subordinates openly
7. The company should encourage employees participation in PA process.
8. The key performance area of each employee must be identified through performance
appraisal system.

CONCLUSION
Performance Appraisal means systematic evaluation of the personality and performance of

each employee by his superior or some other person trained in the techniques of merit

rating.

It is a formal programme in an organization which is concerned with not only the

contributions of the members who form part of the organization but aims at spotting the

potential also. It rates the man and not the job as it is concerned with assessing the abilities

of the individuals
 In this organization the employees undergo performance appraisal system every year. This

frequent appraisal of the employees helps to spot out a person’s ability. The system

provides an incentive to the employees to better their performance in a bid to improve their

rating over others

It is found out that performance appraisal followed in TRACO CABLE Ltd is efficient and

effective. The main objective of the Performance appraisal system falls in two categories,

administrative and self- improvement..Here it is found out that both the objectives

(promotions, wages, training and development) are very well met in the organization.

Performance appraisal has a beneficial effect on both the persons doing the appraisal and

being appraised. The appraised brings prominently to the attentions of supervisors or

executives the importance of knowing their subordinates as human resources. The

necessity of performance appraisal leads the appraiser to a thoughtful analysis of people

rated and tends to make him more alive to opportunities and responsibilities in developing

subordinates.

BIBLIOGRAPHY
Books and articles
 K Aswathappa, Humara Resource Management, TAT A McGraw Hill, 2008,PP.399-401
 Research methodology- Dileep Kumar, K M Vineeth- Kalyani Publishers
 P SubbaRao, Essentials of human resource management and industrial relations.
 C Kothari. (2001) "Research Methodology" of ViswaPrakashan publishing. Chennai-17,
Edition
 Rao VSP, Human resource management, first edition, Excel Books
 Tripthi P.C-Personal Management and IR
 Flippo E B - Personal Management
  Desster Gray - HRM
 Journals, magazine etc.

Websites
 http://www.employeessatisfaction.com/
 http://www.google.com/
 http://www.humanresources.com
 http://www.tracocable.com/

ANNEXURE
Dear sir/madam
I am a BBA student doing my management project on employee's opinion about the
performance appraisal system in TRACO cable company Ltd
I would be grateful to you could spare some of your time of respond to the following
questionnaire. Your response will be treated confidential and would be used for the purpose
of my study only

QUESTIONNAIRE
 Name
Gender Male Female
Age Below 20 20-30
30-40 above 40
30-41
Educational Qualification SSLC Diploma
Degree PG
Experience Below 1 year 1-5 years
5-10 years 10-15 years
1. you aware about the performance appraisal process in the organization
Yes No
2. When performance appraisal is conducted in your organization \/
Annually Half yearly Quarterly.
3. Who conduct the performance appraisal in your department
Immediate Supervisor Top Management
HR Manager
4. Which method of performance appraisal system do you prefer?
Open system Confidential system Mixed system
5. Why PA is conducted
To maintain the work force To improve the performance
To determine the personnel development opportunities Basis of promotion E
6. Does the present appraisal method cover the objectives?
Yes No
7. In your opinion what is the purpose of performance appraisal
Evolution of employees Motivation Promotion of employees
Job satisfaction of employees
8. Are you satisfied with the present performance appraisal system?
Highly satisfied Dissatisfied Satisfied Highly Dissatisfied
9. How you rate performance appraisal system with regard to help to increase your
productivity
Strong agree Agree Disagree
10. Performance appraisals is helpful in deciding your salary and promotion
Yes No
11. In your opinion performance appraisal system of your organization is related to which of
the following?
Retention of employees Organizational culture
Recruitment system Motivation
12. Do you agree performance appraisal improves motivation and job satisfaction
among employees?
High Agree Agree
Disagree High disagree
13. PA motivates to your perform better
Yes No
14. JPA helps you to improve your performance
Yes No
15. Performance appraisal is followed up by personal interview with superior
Agree Disagree
16. Performance appraisal is helpful to your opportunity with your company
Yes No
Does PA help Supervisors to identify the subordinate more closely ^y .
Yes No
17. In your opinion PA system followed in the company is very fair and objective
Excellent Good
Average Poor
18. Are you satisfied in performance rating criteria
Dissatisfied Highly satisfied
Satisfied Highly Dissatisfied
19. PA helps to identify your further job requirement
Yes No
20. How long do you get training? Less than 6 months
6 months to 1 year 1 year to 2 years
More than 2 years
21. Which are the techniques used in the organization for evaluating PA?
22. How you rate, if the company provides training of performance improvement?
High agree Disagree
Highly agree
24. Which of the following meets the objective of Pain your organization?
Individual strength & weakness
dentify the potentiality Identify the training needs
25. PA helps to access the good or bad point in working of employee and their making
Yes No
23. Does PA help the management to find employees according to their interest, capacity
and qualification?
Yes No
27.What is your opinion about the performance appraisal in the company
Excellent Good Average Poor