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EXECUTIVE SUMMARY
The purpose of this study was to determine the factors which the employees in the
organization preferring for their appraisal and the employees satisfaction with the existing
appraisal system. The results of the current study can be used by organizations to develop
policies, practices, and strategies regarding their appraisal system and can create greater
efficiencies in meeting strategic business objectives. Findings were made based on the data
collected from 25 employees with the aid of a questionnaire in which 5-point likert scale and
rating scale were employed. Most of the respondents rated both subjective and objective
measures as preferable. It was also found that some employees surveyed are dissatisfied with
their present organization appraisal methods and there are great chances that they may leave
their employer if they get better job opportunities from any better employer. The employers
must pay attention to this situation and design effective methods as remedies at the earliest or
else they may soon lose their efficient workforce.
INSTITUTE OF MANAGEMENT IN KERALA,VARKALA Page 1

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CHAPTER 1
INTRODUCTION

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CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION TO THE TOPIC
Performance appraisal is a method of evaluating the behaviour of employees in the work

spot, normally including both the quantitative and qualitative aspects of job performance. It is a
systematic and objective way of evaluating both work related behaviour and potential of
employees. It is a process that involves determining and communicating to an employee how he
or she is performing the job and ideally, establishing a plan of improvement.
Performance appraisal has two over arching goals:
1. To encourage high levels of worker motivation and performance.
2. To provide accurate information to be used in managerial decision making.
These goals are interrelated because one of the principal ways that managers motivate workers is
by making decisions about how to distribute outcomes to match different levels of performance.
Developing a Performance Appraisal System
Managers can use the information gained from performance appraisal for two main purposes:
1. Developmental purposes such as determining how to motivate a worker to perform at a

high level, evaluating which of a worker's weaknesses can be corrected by additional
training, and helping a worker formulate appropriate career goals.
2. Evaluative, decision-making purposes such as deciding whom to promote, how to set pay
levels, and how to assign tasks to individual workers.
Methods of Appraisal

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The measures managers use to appraise performance can be of two types: objective or
subjective.
• Objective measures such as numerical counts are based on facts. They are used
primarily when results are the focus of Performance appraisal. The number of televisions
a factory worker assembles in a day, the dollar value of the sales a salesperson makes in a
week, the number of patients a physician treats in a day and the return on capital, profit
margin, and growth in income of a business are all objective measures of performance.
• Subjective measures are based on individuals' perceptions, and can be used for
appraisals based on traits, behaviors, and results. Because subjective measures are based
on perceptions, they are vulnerable to many of the biases and problems that can distort
person perception. Because there is no alternative to the use of subjective measures for
many jobs, researchers and managers have focused considerable attention on the best way
to construct subjective measures of performance.
• 360-degree appraisal - a worker's performance is evaluated by a variety of people who

are in a position to evaluate it. A 360-degree appraisal of a manager, for example, may
include evaluations made by peers, subordinates, superiors, and clients or customers who
are familiar with the manager's performance. The manager would then receive feedback
based on evaluations from each of these sources. When 360- degree appraisals are used,
managers have to be careful that each evaluator is familiar with the performance of the
individual he or she is evaluating. While 360-degree appraisals can be used for many
different kinds of workers they are most commonly used for managers.
1.2 STATEMENT OF THE PROBLEM

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The performance appraisal of the employees in the organization should be an effective
tool for measuring the employee’s performance. If the performance not measured in a real
manner it will be a critical issue. A study on impact of performance appraisal was undertaken to
study the reasons and ways to improve the condition.
1.3 CONCEPTS OF THE STUDY
Definition of Performance Appraisal
A formal and systematic process, by means of which the job relevant strength and
weakness of the employees are identified, observed, measured and developed.
Concept of Performance Appraisal
In the best of worlds, employees would love their jobs, like their co-
workers, work hard for their employees, get paid well for their work, have ample
chances for advancement, and flexible schedules so they could attend to
personal or family needs when necessary.
The performance appraisal is to assess a person and let him to know where
he is being standing along with the job. It is to find whether he is performing
with his task or not.
1.4 REVIEW OF RELATED LITERATURE

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M Bowels and G Coates (1993)
The Management of Performance as Rhetoric on Reality
ARGUMENT:
Managers are mostly appraised by results, but results alone cannot reflect
performance because it is still affected by many other factors.
RESEARCH:
The problems faced by the organization experiencing some difficulties

were measuring performance and the extra demands made on managers.
CONCLUSION:
Management should provide the enabling conditions through which work

is performed. Performance appraisal should be an opportunistic means to address
performance issues rather than a coherent systematic process.
D Winstanely and K Stuart-Smith (1996)
RESEARCH:
➢ Conclusive evidence that leads to improved performance is

lacking.

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➢ Not enough time is given to the process.
➢ It reinforces modes of intrusive control.
CONCLUSION:
The focus must move away from measurement and judgement towards
developing, understanding and building up trust to allow a genuine dialogue to
take place.
While the increased demand for executive coaching in the marketplace has opened
up,the increasing number of coaches of every type, training, and perspective has alsogrown
(Brotman et al., 1998; Joo, 2005; Kampa-Kokesh, & Anderson, 2001;Wasylyshyn, 2003). It is
surprising that with the increased use of executive coachingand the rising number of coaches,
there has not been a professional associationformed to develop and monitor the standards,
requirements, and competencyvalidation solely for executive coaches (Brotman et al., 1998; ICF,
2006;Wasylyshyn, 2003). This need has brought reactions from executives, coaches, andclients
who suggest standardized methods.Executives have recognized the significance of executive
coaching in theirprofessional performance, both personally and organizationally (Effron et al.,
2005;Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Turner, 2006; Wasylyshyn, 2003).During
the beginning years of executive coaching, it was seen as an executive crutchto assist non-
performers. Today, executive coaching is looked upon as a necessarytool and in some cases
reserved only for senior executives (Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Stevens,
2005; Turner, 2006; Wasylyshyn, 2003). Onereason for the about face attitude could be the value
executive coaching brings as a"time-out" break, from the unyielding demands of the corporate
world, for inner-thought, assessment, positive criticism, and a co-development of strategies
(Bacon &Spear, 2003; Brotman et al., 1998; Joo, 2005; Kampa-Kokesh & Anderson,
2001;Kilburg, 1996a; Orenstein, 2002; Stevens, 2005; Turner, 2006; Wasylyshyn, 2003).One of
the premier uses of executive coaching is to deliver "just-in-time" strategiesfor increasing ones
personal performance and effectiveness by transformingweaknesses into strengths (Bacon &

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Spear, 2003; Kampa-Kokesh, & Anderson, 2001;Kilburg, 1996a; Orenstein, 2002; Wasylyshyn,
2003). Due to this increase in personalROI, corporate America is enamored with executive
coaching and the benefits it hasbrought in recent years (Bacon & Spear, 2003).With many
corporate incomes decreasing over the past few years, corporations havereevaluated their
training and development practices, to include the use of externalsources (Joo, 2005; Kampa-
Kokesh, & Anderson, 2001; Turner, 2006; Wasylyshyn,2003). As a result, executive coaching
focuses on ensuring alignment with corporatestrategy (Bluckert, 2005b; Brotman et al., 1998;
Edwards, 2003; Levinson, 1996; Joo,2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996;
Turner, 2006). In thischanging corporate setting, executive coaching must be used in a laser-
focusedmanner, rather than a liberally used improvised solution (Orenstein, 2006).
Thosecorporations who have identified the need and usefulness of executive coaching
havecreated an inner coaching environment to facilitate coaching through internal
coaches(Turner, 2006).It is in the new corporate coaching culture of companies employing their
own coaches(internal) where the chemistry of the coaching relationship takes a back seat
toreplicable measures in the coaching protocol (Joo, 2005; Kampa-Kokesh & Anderson,
2001; Stevens, 2005; Turner, 2006; Wasylyshyn, 2003). The internal coach,unfortunately, finds
him or herself in a dilemma of possibly losing one of his mostprized outcomes, which is,
assisting clients to become masters of change management(Wasylyshyn, 2003). Another
downturn of this "commoditization" of executivecoaching is to put a limit on the use of
coaching, and to what extent, documenting thebenchmarks, stages, and action steps. Doing so,
realistically, diminishes the coachingprocess to a cookie cutter approach including a preset
number of sessions andstrategies rather than a co-developed strategic plan developed over the
course of anongoing relationship. (Joo, 2005; Kampa-Kokesh & Anderson, 2001; Turner,
2006;Wasylyshyn, 2003).http://performanceappraisalebooks.info/ : Over 200 ebooks, templates,
forms forperformance appraisal.
1.5 OBJECTIVES OF THE STUDY

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The present study on “impact of performance appraisal system” was undertaken with the
following objectives:
• To find whether the existing appraisal system in the organization exactly measures the
employee’s performance.
• To find whether the feedback from the appraisal system assists in the employee’s training
and development.
• To determine the gaps in the existing system.
• To determine what type of appraisal did the employee’s really looking for.
• To find is there is any opportunities provided for the employees to improve their
performance.
1.6 RESEARCH DESIGN
Research design aids the researcher in the allocation of limited resources by posing
crucial choices in methodology.
Research design is the plan and structure of investigation so conceived as to obtain

answers to research questions. The plan is the over all scheme or program of the research. It
includes an outline of what the investigator will do from writing hypothesis and their operational
implications to the final analysis of data.
DESCRIPTIVE RESEARCH DESIGN

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The design for this study is descriptive research design. This design was
chosen as it describes accurately the characteristics of a particular system as
well as the views held by individuals about the system. The views and opinions
of employees about the system help to study the suitability of the system as well
as the constraints that might restrict its effectiveness
1.7 SAMPLING TECHNIQUES
The sampling technique adopted for the purpose of the study is

convenience sampling.
As the name implies a convenience sample means selecting particular

units of the universe to constitute a sample.
SAMPLE SIZE
The sample size of the study is 150. This sample is considered as

representative.
1.8 DATA COLLECTION
PRIMARY SOURCE:
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The primary source of data is through Questionnaire.
SECONDARY SOURCE:
The secondary source of information is based on the various details retrieved

from Journals, Websites and Magazines.
The data for this study has been collected through primary sources. Primary data for this
study was collected with the help of Questionnaires and evaluation feedback forms. The extra
information was collected through interviews with the employees at various companies.
1.9 TOOLS OF THE STUDY
Tool used for data collection:
The tool used for collecting the data is through the questionnaire. The main
reason for selecting the questionnaire method for the study is:
• Respondents have adequate time to give well thought out answers.

• The time of the study was also a limiting factor.
• Five pointer scales were use through the Questionnaire.
Statistical tools used

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Statistical tools like Tabulation, Graphic Representations, percentage analysis ,
are used in the compilation and computation of data.
1.10 PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentage is used in making

comparison about two or more series of data. Percentage as also used to describe
relationship. It is also used to compare the relative terms of two or more series of data.
Formula:
Number of respondents
× 100
Total no. of respondent
AREA OF THE STUDY
To study the Impact of Performance Appraisal System at KSIE ,trivandrum.
CLOSED-ENDED QUESTIONS
Such questions are also called fixed alternative questions. This method is also facilitators the
respondent to answer in some other way on other alternative is provided as a choice.

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SCOPE OF THE STUDY
The scope of the project is fully dependent upon the objectives of the project.
• This study can be helpful to the company for conducting any further research.
• The study is also helpful in finding out the respondent’s opinion towards
certain attributes.
• It is also helpful in finding out the reach and effectiveness of the performance
appraisal system.
• This study also serves as a base for understanding the perception about the
employees regarding their performance appraisal.
• With the results of the study the company can improve their standards of their appraisal system
HYPOTHESIS OF THE STUDY
The study includes the calculation of null hypothesis and alternative hypothesis by comparing age
group of the respondents and preference of the appraisal system.
Null hypothesis is used for testing. It is a statement that no difference exists between the
parameter and statistics being compared to it.
The alternative hypothesis is the logical opposite of the null hypothesis
LIMITATIONS OF THE STUDY

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• Time and resource were the major constraints during the execution of the project.
Therefore only a limited number of employees were included in the project.
• The respondents were selected inside the organization only. So it cannot be generalized
as a whole.
• Some of the respondents were not even ready to spare time with the researcher.
• There are many respondents who hesitated to answer the questionnaire.
• The human behaviour is dynamic and hence the results may not hold good for a long
time.
• The results of the survey are totally dependent on the accuracy and authenticity of the
information provided by the respondents.
1.7 CHAPTERIZATION OF THE PROJECT
The project done is being explained under five different chapters:
• Chapter 1: Introduction.
• Chapter 2: Industry Profile.
• Chapter 3: Company Profile
• Chapter 4: Data analysis and Interpretation.
• Chapter 5: Findings, Conclusion and Suggestions.

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CHAPTER-2
INDUSTRY PROFILE
Chapter-2
INDUSTRY PROFILE

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SERVICE INDUSTRY
The tertiary sector of economy (also known as the service sector or the service industry) is one of
the three economic sectors, the others being the secondary sector (approximately manufacturing) and the
primary sector (extraction such as mining, agriculture and fishing). Sometimes an additional sector, the
“quaternary sector”, is defined for the sharing of information (which normally belongs to the tertiary
sector). The tertiary sector is defined by exclusion of the two other sectors. Services are defined in
conventional economic literature as ‘intangible goods’.
In India, services sector, as whole, contributed as much as 68.6 per cent of the overall average
growth in gross domestic product (GDP) between the years 2002 – 03 and 2006 – 2007. The most
important services in the Indian economy have been health and education. They are one of the largest and
most challenging sectors and hold a key to the country’s overall progress. A strong and well-defined
health care sector helps to build a healthy and productive workforce as well as stabilize population.
COMPONENT
The service sector consists of the “soft” parts of the economy such as insurance, government,
tourism, banking, retail, education, and social services. In soft sector employment, people use time to
deploy knowledge assets, collaboration assets, and process – engagement to create productivity
(effectiveness), performance improvement potential and sustainability. The tertiary sector is the most
common workplace. Other examples of service sector employment include: Franchising, restaurants,
news media, Leisure industry/hotels, consulting, health care hospitals, waste disposal, real estate, personal
services, and business services.
The service industry form a backbone of social and economic development of a region it has
emerged as the largest and fasted-growing sector in the world economy, making higher contributions to
the global output and employment .It is a large and most dynamic part of the Indian economy both in term
of employment potential and contribution to nation income. It covers a wide range of activities, such as
trading, transportation and communication, financial, real estate and business service, as well as
community, social and personal service
The tertiary sector of economy involves the provision of service to business as well as final
consumers .service may involve the transport, distribution and sale of good from producer to consumer as
may happen in wholesaling and retailing, or may involve the provision of a service, such as in pest
control or entertainment. Goods may be transformed in the process of providing a service, as happen in
the restaurant industry or in equipment repair. However, the focus is on people interacting with people
and serving the customer rather than transforming physical good

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AIR CARGO OPERATION-A WORLD SCENARIO

Air Transport has a major force of economic growth, globalization of production and distribution
process. Air transport plays an important role in economic development and global integration. There
benefits have been enormous. Contrary to the belief Air Transport, benefit a very large section of society
including the poor in developing countries. The importance of Air Cargo Transport has increased. The
number of flights operating from different destination has also added to the purpose. Experts in the
industry feel that India has the potential to develop into a global air cargo hub, particularly because of its
trade relations with other countries and its geographical location.
Due to a boon in the production of retail, textile and pharmaceutical goods air cargo is a fast
growing sector in India. Air cargo traffic is expected to register 8 to 10% annual gain over the next 5 to
10 years. The world air cargo market grew at 5.1 per cent between October 2006-2007, and is expected to
triple by 2025 with the highest growth rate of 6.9 per cent. If this is believed the requirement for cargo
handling staff is going to increase and moreover, the business potential that this could generate would be
tremendous.
INDIA'S POSITION IN AIR CARGO OPERATION

India is registering a sharp rise in movement of air cargo; the need for expanding the existing
infrastructure at airport is increasing being felt. Expansion plans are being implemented but market
analysts feel that these would not be adequate in the long term. The growth of cargo at airport of the
Airport Authority of India at the Mumbai airport has been 8.1 per cent and 5.3 per cent against 3.8 per
cent and 2.2 per cent respectively for passenger traffic. The growth rate of air cargo in the Asia-Pacific
region is estimated at 9.4 per cent. Market analysts feel that this trend is likely to continue. The growth of
air cargo at AAI facilities and Mumbai airport is project to touch 6.7 per cent and 6.6 per cent
respectively. The International air cargo of India swelled from 4.79lakh tones in 1996-97 to 6.48lakh
tones last fiscal, domestic air cargo grew from 2.02lakh tones to 3.33lakh tones during the same period.
ABOUT KSIE

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KSIE was appointed as a custodian of Air Cargo complexes at Thiruvananthapuram. Air in 1979
by Govt. of India .The Air cargo operation was later extended to Cochin and Kozhikode in the years 1985
and 1995. The activities in the Cochin were terminated during the year 1999.KSIE have a host of
prestigious clients worldwide, a few of them include Wako Bussan Company Limited, Japan; Ornya
Paris, France; Riyadh University staff Housing Project and Towell Construction Company; Indian
Railways; India Tourism Development Corporation (ITDC); Kerala Tourism Development Corporation
(KTDC); TamilNadu Tourism Development Corporation (TTDC) and so on. KSIE has been running in
profit continuously for the seven years. In2006-06, the company recorded a profit of RS3.88crore and
gave a dividend of RS 30lakh to the State Government. KSIE is also operating the air cargo complex at
Thiruvananthapuram airport and together with the Kozhikode complex; it handled 14,990 tones of import
and 24,166 of export

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CHAPTER – 3
COMPANY PROFILE

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CHAPTER 3
COMPANY PROFILE
KERALA STATE INDUSTRIAL ENTERPRISES LIMITED (KSIEL)

KSIE was set up in the year 1973 as a holding Company of Government of Kerala and it
functioned in that capacity till 1999, when the subsidiary companies were delinked on the basis of a
policy decision taken by the Government. Subsequently as per the policy decision of the government of
India, permission was given to the states to manage the Airs cargo systems of the respective Airports in
the country. Thus as government of kerala undertaking, KSIE was appointed as a custodian of Air cargo
complexes at Thiruvananthapuram Air port in 1979 by Govt.of India. The Air cargo operations were later
extended to Cochin and Kozhikode in the years 1985 and 1995. The activities in the Cochin were
terminated during the year 1999.
ACTIVITIES OF KSIE
• Managing the Air cargo complex at Thiruvananthapuram and kozhikode International Airports
(ISO )certified
• E- commerce
• Functioning as virtual office of agricultural and processed food products Export
• Development authority (APEDA), ministry of commerce, Govt.of India.
Wherever in the world you require, whatever be the range of product you require, KSIE can
source them as per your specifications and deliver them to you. Which simply means that you no longer
need to spend precious time and money reaching out to different manufactures for your needs .All you
have to do is talk to the people at the Kerala state .Industrial Enterprises Ltd .(KSIE), the full service
export house of the Government of Kerala. Set up in 1973, KSIE offers you a wide range of services and
products .KSIE can source and Export a wide range of products for you Agricultural products, processed
food, pharmaceuticals, Engineering products, custom made software, kaolin, Garments, Rubber products,
Toilet ices .
KSIE can cater to a wide cross section of industry requirement, including custom made orders.
Being a 100% Government owned body, it has a longer aim to source material. Their subsidiary
companies also manufacture a wide range of products giving us tremendous flexibility in terms of tailor
made orders.

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KSIE ensure stringent quality control KSIE ensure that all required parameters are met before
clearances we given. Being a Government body, KSIE have a remarkable edge over other in terms of
ensuring that your consignment reaches you without any unnecessary delay. They respect budgets since
most of the budget product are sourced from public sector undertakings, they can offer maximum value
for money by maintaining a stable price without compromising in any way on quality. They are100%
Government owned .This give you the added advantage of having a link in the Government that can help
you in many ways, to advise and guide you through formalities and other business ventures
The company's Industrial Relations developed through various training programs conducted by
the organization for the welfare of employees .Around 45 men attended in various operations. These
training programmes helped the employees to update their knowledge and get adequate exposure to latest
development in different were of management.
LIST OF CLIENTS
KSIE have a host of prestigious clients world wide a few of them include Wako Bussan
Company Limited, Japan, Ornga Paris, France, Riyadh University staff Housing project and Towell
Construction company; Indian Railways ;Indian Tourism Development Corporation (ITDC); Kerala
Tourism Development corporation (KTDC); TamilNadu Tourism Development corporation (TTDC) and
so on.
KSIE are open to joint venture possibilities too they have a few select Joint venture partners. if
you are looking at a long term, mutually agreeable profit partnership They are open for discussion,
especially in areas like software, drugs and pharmaceuticals KSIE has three subsidiary manufacturing
companies that will be of immense help to you in terms of sourcing material. However, KSIE does not
restrict itself to its subsidiaries any product can be sourced for you from the open market.
VISION OF KSIE
''To Go Beyond the best in facilitation''
MISSION OF KSIE
''Better work meets better Result”
OBJECTIVES
1. To carry on the business of managing Air cargo Complexes, including all operations relating to
handing of the Air cargo in airport and all other activities associated and incidental thereto.

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2. To take up and execute industrial consultancy work including but not Limited to conducting
surveys for identifying potential industrial and service units, preparing feasibility reports,
surveys executing and implementation of projects as turn key jobs otherwise and working as
consultants in the field of industrial, financial, Marketing, personal and industrial relation,
advertising and other services.
3. To carry on the business of buyers, seller, exporters, importers, agents, dealers of all ceramic
products including crockery cutlery, utensils etc, food products, confection way and other edible
items, fruits and merchandise required for hotels and restaurant house hold equipment and
implements, cosmetic and stationery items, office equipment industrial chemicals and
productions, entertainment, electronic and consumer goods and durables of all kinds and to carry
on the business as buyers, sellers, dealers, suppliers of all agricultural, horticultural, floricultural
products and products from agrihorti sources, including setting up of floriculture gardens.
4. To engage all areas of business in the field of information Technology and E-commerce including
rendering of service as interest service provides, soft ware developers and exports and providers
of service in the field of technology for telecommunications, satellite equipment, web services
including web tusk.
E-COMMERCE
KSIE ventured into e-business through its e-com portal www.keralarcade,com which set up
during 1999-2000. KSIE is the first state public sector undertaking to venture into such a the business and
is the only Government company in this line it has tie-up with ICICI Bank for the online payment
solutions on business taking place through the site. The company is offering “Kerala Special” products
through the site as well as products manufactured by large and medium scale industries both in the public
and private sectors. The portal also includes service sector viz, hotel reservations.
A unique service provided by the company through its portal is the online cargo tracking system.
Passengers / customers who send their cargo complexes can login to their site and check whether the
cargo is arrived or not. If arrived, the date of arrival, no. of pieces etc. are also displayed. No other cargo
complex in the country is offering such services at present.
VIRTUAL OFFICE OF APEDA

KSIE also holds the status of the virtual office of APEDA (Agricultural and Processed Food
Products Export Development Authority) for the state of Kerala. KSIE as virtual office of APEDA will

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also provide the latest trend on agri-produce which are having global trend on supply and demand on
imports and exports. Such information will be beneficial to growers, producers, manufacturers and
exporters of our state. Further the exporters can register their firm for exporting their products to
International Markets, apply for financial assistance schemes, collect the trade information, Government
notices etc.
TACT – TRIVANDRUM AIR CARGO TERMINAL

Major function taking place at Trivandrum terminal are:
• Import
• Export
IMPORT PROCEDURE
There are 2 categories of Import Cargo as indicated below.
1. Receipts of cargo from concerned Airline Storing.
2. Delivery of cargo to customs for clearance.
1. Receipts of cargo from concerned Airline Storing.

The import cargo is received from Airlines from 24 hrs. till the last flight on all working days
including holidays Sunday. Cargo is received against a copy of the import general manifest enclosing
a copy of each of the Airway bill. Upon off loading the cargo in the receiving bays, import warehouse
register (IWR) numbers are written on all individual packages all allotted against each airways bill
before they are transported to their respective rows assigned from 0 to 9. The receiving officer enters
the details of cargo received in the IWR. The above feature is represented in Fig. 3 (2).
2. Delivery of cargo to customers for clearance

Customers have to follow different formalities for the customs clearance. The various steps to be
followed by the customers for clearing their baggage both UB (unaccompanied baggage) Cc (Commercial
cargo clearance) are shown in figures 3(3) and 3(4) respectively.
EXPORT PROCEDURES
The export cargo handled at TACT is of 2 types.

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1. Perishable
2. Non-perishable
1. Perishable Types
Majority of the export cargo handled through this terminal is of perishable types. They include
vegetable, fruits, fish, meat & flowers. Perishable constitute about 90% of the total export cargo.
Providing cold storage facilities for sea foods, which was constructed with the aid of Marine Products
Export Development Authority (MPEDA) and also providing a Cool Room Facility constructed with the
assistance of Agricultural and Processed Food Product Export Authority (APEDA) for storing and
processing of vegetables and fruits.
2. Non – Perishable Types

It’s also referred as General Cargo includes mainly commercial cargo namely engineering
products, textiles items such as ready – made garments etc. Besides this, small quantities of spices like
cardamom, etc. are also exported.
Exporters bring in perishable cargo just hours before the arrival of the flight. The general cargos
are received kept for a period of --- hrs to meet the securities “cooling – off” restrictions as per the
directives of Bureau of Civil Aviation Securities (BCAS), New Delhi. To meet this requirement the
perishables are subjected to a 100% open examination as well as X-ray screening by the concerned
Airlines securities personnel posted at the cargo terminal. The perishable shipments are labeled, stacked
& segregated regulation agency like “plant quarantine & fumigation”. The concerned agent them hand
over the consignee have set of documents to concerned Airline.
Being perishable cargo, they are subjected to X-ray screen by the concerned Airlines & the
shipments are immediately palletized inside the examination hall. Stuffed pallets/containers then
transported to ramp-side of the Aircraft of loading. Bulks of export shipments are received at the complex
from ----- hrs and the terminal charges are paid at the counter provided. A copy of the Airway bill is
received by TACT from the agent in respect of each payment. A formal receipt is issued to the agent for
the amount. The total collection at the end of the day is deposited in the bank account. Details of the daily
export shipments handled are entered in the export warehouse register. The Fig 3 (1) shows the export
procedure at TACT.
THE PLAY OF KSIE AT TACT

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Kerala State Industrial enterprises Ltd., has been appointed by the Government of Kerala as an
operating agency for setting up and running Air Cargo Complex in the State. TACT is the first complex in
the Kerala state for import and export. The Trivandrum Air Cargo Terminal has been awarded the ISO
9001-2000 certification. It is the first its kind in India to receive the ISO 9001-2000 certification. KSIE
has the major role in handling the export and import cargo. A well-equipped ware housing facility is
needed for cargo. The work done by KSIE includes
DEPOSITING OF INCOMING CARGO

When airline arrives, consignee copies of Airways Bill &Cargo manifest has to be got from the
aircraft. The handling agent will down load the pallets, ULD’S etc into the complex Airline Staff, KSIE
Supervisor& the handling agent will be present at the complex.
Every pieces of cargo will be crosschecked by there and will be checked for damages. If anything
found it will be noted down. Then the workers keep cargo at the godown & seal it .Even though the work
seems to be very easy, it is very tough.
HANDLING
All the activities namely receipts, storage & delivery of the cargo require handling .Porters carry
out the hand long of the cargo with or without the use of trolleys and forklifts. Proper care has to be taken
to ensure that the damages to the cargo are prevented during transportation.
STORAGE
The cargo received from the Airline on behalf of the passengers has to the stored in a systematic
is for cash retrieval and delivery to the customers. The steps involved in storing the cargo are.
1. Assign serial numbers i.e. inward warehouse register number to each cargo/consignment.
2. Write indicate the IWR (Import Warehouse register) number on each cargo.
3. Storing the cargo in predetermined location.
4. Storing of cargo airline wise.
5. Assigning row number.
6. Placing the cargo in the respective row based on the last digit of the IWR number
7. Separate location to precious metals.
8. Keeping medicines in refrigerators, etc
9. Storing commercial cargo in commercial cargo godown.

KSIE
PRESERVATION
1. All cargos are preserved inside the godown
2. Medicine product a like are kept in the cold store.
3. All cargo equipments are insured against fire, theft etc .
4. Fire fighting equipments are kept at different location inside the godown
5. Each day at the end all operation the entire godown are locked and sealed in the presence of
customs officials.
6. Each godown shall have two keys, one will be with the customs official &the other key will be
with the TACT officials
7. The godown will be opened in the presence of TACT officials and customs officials
8. The godown in sealed condition will be handed over to the police at the end of the day & will be
received back from the police in the next morning in the same condition.
9. The entire TACT is under tight security.
10. Having proper post control measures is preventing damages to cargo by pests.
DIFFERENT TYPES OF CARGO

The different types of cargo
1. General Cargo
2. Unaccompanied baggage.
3. Perishable Cargo
1. General Cargo
Cargo sent for commercial purposes are general cargo. Thus are mainly manufactured goods.
As they are for hire commercial value much should be taken while dealing with general cargo.
Courier/Mails are another type of cargo.
2. Unaccompanied Baggage

KSIE
There are the baggage send by the passengers when they are accompanying it. In simple term a
passengers can carry only …..(First class)… (Economy class) respectively with them at free of cost. If he
has got mere things to carry, he can book it with the Airlines. Thus will send in a future date & in such a
case, the passengers needs not be accompanying the baggage in the baggage in the same aircraft.
3. Perishable Cargo
Cargo which has chance to decay, is called perishable cargo like food items. These items will be
exported quickly & if anything happens like delay in exporting, it will be preserved in the cooling
machine.
Cool Room
The company was able to commission the cooling room facilities measuring 13000 Sq. ft at
TACT Premises. Financial assistance is providing by APEDA, for setting up cooling room for storage
preservation of fruits and floricultural products for exports. A chilled cool room of 518 sq. ft. was also
setup at TACT with the help of APEDA.

KSIE
THE EXPORT PROCEDURES AT TACT - Fig. No: 3 (1)
Reception
Issue of Identity card to Filling shipping Bill with

exports agents customs
Entry of export cargo

having Airway Bill and
Collection of Terminal
charges
Customs Examination
Unloading of cargo at
and Reporting
TACT premises
Cooling General Perishable

Cargo Cargo
Security Check & Taking
over by the Airlines
Containerization by
Airlines
To Airport
RECEIPT & STORAGE IMPORT CARGO - Fig. No: 3 (2)
Receipt of import general

manifest & Airway wings of
consignment
KSIE
Assigning serial numbers Loading of cargo at the port

(import warehouse register bay by the Airlines
numbers) to each consignment
in the manifest
Receipts of cargo in presents
of custom officials as per the
Airway bills shown in the
manifest
Nothing physical condition of
the cargo
Taking weights in case of
damaged package
Assigning corresponding IWR

numbers to all the packages in
each of the consignment
Recording of formal taking
over of cargo
Transporting to the
consignments to the
predetermined location and
taking properly
Preparation of import
warehouse register
UNACCOMPANIED BAGGAGE CLEARANCE - Fig. No: 3 (3)
Issue of gate pas at the Arrival notice by Airlines to

gate the consignee
Reception Issue of delivery order by

the Airlines
Collection of ware housing

charges from the consignee Filling baggage declaration
Retrieval and delivery of UB with customs.
to customs
Inspection and assessment
of duty by customs
Receipt of duty etc by the

INSTITUTE OF MANAGEMENT IN KERALA,VARKALA
Bank at TACT Page 29
KSIE
Issue of exit pass for Issue of clearance

unaccompanied baggage certificate by customs
Final checking at the gate

for proper delivery
COMMERCIAL CARGO CLEARACNE - Fig. No : 3 (4)
Issue of identity card to the Arrival notice by Airlines to

customs house agents the consignee
Reception
Issue bill of entry by
customs house agents with
Retrieval and delivery of customs
Cargo to customs for INSP
Inspection and assessment
of duty by customs
Payment of duty and other

charges
Receipt of duty etc by the

Bank at TACT
Collection of warehousing Issue of clearance

charges certificate by customs
Issue of exit pass and

delivery of cargo
Final checking at the gate
for proper delivery
KSIE

KSIE
Current Achievements
The Company has provided a fully covered expert processing area within the export premises,
Calicut Airport. This fulfills a persisting demand from the trade for providing such a facility. Total
amount invested is Rs. 46/- lakhs. This was commissioned in Feb. 2008. A new x-ray machine was also
installed at a cost of Rs. 28/- lakhs. Company could enter into an MOU with Airports Authority of India
for continuation of the Airport activity within the Airport area for another period of 5 years from them for
entry into similar arrangements for import cargo also.
Looking ahead......
• Shopping mall cum office complex
• Sales Emporia in all districts
• Air cargo complex attached with the proposed kannoor Airport
• Manufacture of soap noodles at calicut
• Relocation of Trivandrum Air cargo
• Terminal as an International cargo hub

KSIE
CHAPTER – 4
ANALYSIS AND INTERPRETATION

KSIE
CHAPTER – 4
ANALYSIS AND INTERPRETATION
4.1 ANALYSIS OF THE DATA
Table. 1
Table showing Sex of the respondents
sex no. of Simple

respondents percentage
Male 12 48
female 13 52
Source: Primary data
Interpretation
From the above table it is inferred that out of 48 respondents 52% of them are male and 12% of the
respondents are female.

KSIE
Figure 1
Table. 2
Table showing age group of the respondents
Age group No. of Simple

19-23 0 0
24-28 5 20
29-33 4 16
34-38 2 8
Above 38 14 64

KSIE
Interpretation
The above table shows that 20% of the respondents are between the ages 24-28, 64% of the
respondents are above 38, 16% of the respondents are 29-33 and 34-38 only 8% of the respondents are
between the ages
Figure. 2
Table. 3
Table showing the date of joining of the respondents
Date of joining No of Simple

71-80 2 8
81-90 4 16
91-2000 3 12

KSIE
2001-11 15 60
Interpretation
The above table 60% of the respondents are joined during 2001-11, 12% of the respondents are joined
during 91-2000, 16% of the respondents are joined during 81-90 and 8% of the respondents are joined
during 71-80.
Figure 3
Table 4

KSIE
Table showing the preference of the appraisal
Preference of No of Simple
appraisal respondents percentage
Peers 2 8
Subordinates 5 20
Supervisors 18 72
Interpretation
The above table shows that 72% of the respondents prefer supervisors appraisal, 20% of the
respondents prefer subordinates appraisal and remaining 8% of the respondents prefer peers appraisal.
Figure 4
Table 5
Table showing the basis of the performance appraisal

KSIE
No of Simple
Basis of
performance
appraisal
Quality 5 20
Target 2 8
Both 18 72
Interpretation
The above table shows that 72% of the respondents prefer both the quality and target for their basis of
performance appraisal, 20% of the respondents prefer quality alone and 8% of the respondents prefer
target alone.
Figure 5

KSIE
Table 6
Table showing
frequency of the Frequency of No of Simple
appraisal system appraisal respondents percentage
Monthly 2 8
Half yearly 11 44
Annual 10 40
360 degree 2 8
Interpretation
From the above table shows that 40% of the respondents prefer annual appraisal, 44% of the
respondents prefer half yearly appraisal, 8% of the respondents prefer monthly appraisal and 8% of the
respondents prefer 360 degree appraisal.
Figure 6

KSIE
Table 7
Table showing performance appraisal
Performance No of Simple
appraisal based on respondents percentage
Personality traits 2 8
Behaviour 2 8
Results 6 24
All the above 15 60
Interpretation

KSIE
From the above table shows that 60% of the respondents prefer personality traits, behaviour and
results, 24% of the respondents prefer results alone, 8% of the respondents prefer behaviour, 8% of the
respondents prefer personality trait
Figure 7
Table 8
Table showing types of appraisal
Types of No of Simple
Subjective 7 28
Objective 8 32
Both 10 40

KSIE
Interpretation
The above table shows that 40% of the respondents prefer both subjective and objective factors,
28% of the respondents prefer subjective alone and 32% of the respondents prefer objective alone.
Figure 8
Table 9
Table showing any gender discrimination
Based on gender, No of Simple

any discrimination respondents percentage
Yes 5 20
No 20 80
Interpretation
The above table shows that 80% of the respondents said that there is no gender discrimination and
the remaining 20% said there is gender discrimination.
Figure 9

KSIE
Table 10
Table showing daily contact at the time of appraisal
Daily contact No of Simple

at the time of respondents percentage
appraisal
SA 4 16
A 8 32
NC 1 4
D 10 40
SD 2 8
Interpretation
The above table that 32% of the respondents agree that they are having daily contact, 4% of the
respondents are having no comment, 40% of the respondents are disagree with the daily contact, 16% of

KSIE
the respondents are strongly agree with the daily contact and 8% of the respondents are strongly
disagree with the daily contact.
Figure 10
Table 11
Table showing feedback given at the time of appraisal
Feedback given No of Simple

at the time of respondents percentage
appraisal
SA 2 8
A 15 60
NC 0 0
D 6 24
SD 3 12
Interpretation

KSIE
The above table shows that 60% of the respondents are agree with the feedback given at the time
of appraisal, 24% of the respondents are disagree with the feedback, 8% of the respondents are strongly
agree with the feedback and12% of the respondents are strongly disagree with the feedback given at the
time of appraisal.
Figure 11
Table 12
Table showing appraisal evaluates strength and weaknesses
Appraisal No of Simple
evaluates strength respondents percentage
and weaknesses
SA 5 20
A 16 64
NC 2 8

KSIE
D 2 8
SD 0 0
Interpretation
The above table shows that 64% of the respondents agree with evaluating their strength and
weaknesses, 20% of the respondents are strongly agree with their evaluation, 8% of the respondents given
no comment based on their evaluation,8% of the respondents are disagree with the evaluation of strength
and weaknesses.
Figure 12
Table 13
Table showing exactly evaluates the skill gaps
Exactly evaluates the skill No of Simple

KSIE
gaps respondents percentage
SA 0 0
A 20 80
NC 2 8
D 3 12
SD 0 0
Interpretation
The above table shows that 80% of the respondents are agree with evaluation of skill gaps, 8% of the
respondents given no comment, and 12% of the respondents are disagree with the evaluation of the skill
gaps.
Figure 13

KSIE
Table 14
Table showing is the organization providing effective training
Organization No of Simple
providing respondents percentage
effective
training
SA 8 32
A 8 32
NC 0 0
D 4 16
SD 5 20
Interpretation
The above table shows that 32% of the respondents are agree with the effective training, 32% of the
respondents are strongly agree with the effective training,16% of the respondents are disagree with the
effective training and20% of the respondents are strongly disagree with the effective training.

KSIE
Figure 14
Table 15
Table shows is the appraisal helps in personal growth
Appraisal helps
in personal
growth No of Simple
SA 5 20
A 16 64
NC 2 8
D 2 8
SD 0 0
Interpretation
The table shows that 64% of the respondents are agree with their personal growth, 8% of the
respondent’s given no comment, 20% of the respondents are strongly agree with their personal growth
and 8% of the respondents are disagree with their personal growth.

KSIE
Figure 15
Table 16
Table shows appraisal helps in promotion aspects
Appraisal helps in No of Simple

promotion aspects respondents percentage
SA 5 20
A 14 56
NC 4 16
D 2 8
SD 00 0
Interpretation

KSIE
The table shows that 56% of the respondents are agree with the promotion aspects, 20% of the
respondents are strongly agree, 16% of the respondents given no comment and 8% of the respondents are
disagree with the promotion aspects.
Figure 16
Table 17
Table shows recommendation for job rotation
Recommendation for No of Simple

job rotation respondents percentage
Yes 20 80
No 5 20

KSIE
Interpretation
The above table shows that 80% of the respondents recommended for their job rotation and 20% of the
respondents are not recommended the job rotation for their development.
Chart 17
Table 18
Table shows recommendation for job enlargement

KSIE
Recommendation No of Simple
For job
enlargement
Yes 21 84
No 4 16
Interpretation
The above table shows that 84% of the respondents recommended for their job enlargement and 16%
of the respondents are not recommended the job enlargement for their development.
Figure 18

KSIE
Table 19
Table shows ideas to recommend for their development
Ideas to recommend for No of Simple

their development respondents percentage
Yes 12 48
No 13 52
Interpretation
The above table shows that 48% of the respondents recommended their ideas for their
development and 52% of the respondents are not recommended their ideas for their development.
Figure 19

KSIE
Table 20
Table shows face to face interaction with the supervisor
Face to face interaction

with supervisor
No of Simple
Yes 10 40
No 15 60
Interpretation
The above table shows that 40% of the respondents are agreeing with face to face interaction with
the supervisor and 60% of the respondents are not agree with the face to face interaction with the
supervisors.

KSIE
Figure 20
Table 21
Table shows opportunities to improve performance
Opportunities to improve No of Simple

performance respondents percentage
Yes 20 80 Source: Primary data
No 5 20
Interpretation
The above table shows that 80% of the respondents are agree with their opportunities given by
the organization and 20% of the respondents are not agree with the opportunities given by the
organization.
Figure 21
Opportunities to improve performance

KSIE
Table 22
Table shows appraisal changes your attitude/behaviour
Appraisal changes your No of Simple

Attitude /Behaviour respondents percentage
Yes 18 72
No 7 28
Interpretation
The above table shows that 72% of the respondents are agree with the changes in attitude and
behaviour ant the remaining 28% of the respondents are disagree with the changes in attitude/behaviour
during appraisal period.

KSIE
Figure 22
Table 23
Table shows satisfied with CFR

KSIE
Satisfied with CFR No of Simple
Yes 15 60
No 10 40
Interpretation
The above table shows that 60% of the respondents are satisfied with CFR ratings and the
remaining 40% of the respondents are dissatisfied.
Figure 23
Table 24
Table shows increase of salary by performance ratings

KSIE
Performance ratings increase your No of Simple

salary respondents percentage
Yes 15 60
No 10 40
Interpretation
The above table shows that 60% of the respondents are satisfied with the increase of salary
through performance ratings and the remaining 40% of the respondents are dissatisfied.
Figure 24

KSIE
Table 25
Table shows happy with present appraisal system
Happy with present No of Simple

Yes 18 72
No 7 28
Interpretation
The above table shows that 72% of the respondents are happy with the present appraisal system and
28% of the respondents are unhappy with the present appraisal system.
Figure 25

KSIE
CHAPTER-5
FINDINGS, CONCLUSION AND
SUGGETIONS

KSIE
FINDINGS
The key findings of the study are summarized in this chapter. At the end of the
study, some suggestions are given for implementation by concerned authorities.
5.1 FINDINGS OF THE STUDY
• 52% of the respondents were female.

• Majority of the respondents (64%) are between the age above 38 and the low level (8%) was
between the age of 34-38.
• 60% of the respondents are joined in the year of 2001-11 and the low level 8% were joined in the
year of 1971-80.
• 72% of the respondents prefer supervisors for their appraisal and the low level 8% prefer peers
for their appraisal.
• 72% of the respondents prefer both the quality and target for their basis of performance appraisal
and low level 8% prefer target for their basis of performance appraisal.
• 44% of the respondents prefer the frequency of appraisal as half yearly and the low level 8%
prefer 360 degreeand monthly.
• 60% of the respondents prefer personality traits, behaviour and results, 8% of the respondents
prefer behaviour, 8% of the respondents prefer personality trait
• 40% of the respondents prefer both subjective and objective factors, 28% of the respondents
prefer subjective alone.

KSIE
• 80% of the respondents said that there is no gender discrimination and the remaining 20% said
there is gender discrimination.
• 4% of the respondents are having no comment, 40% of the respondents are disagree with the
daily contact at the time of appraisal and.
• 60% of the respondents are agree with the feedback given at the time of appraisal, 8% of the
respondents are strongly agree with the feedback given at the time of appraisal.
• 64% of the respondents agree with evaluating their strength and weaknesses, 8% of the
respondents given no comment based on their evaluation,8% of the respondents are disagree with
the evaluation of strength and weaknesses.
• 80% of the respondents are agree with evaluation of skill gaps, 8% of the respondents given no
comment, and 12% of the respondents are disagree with the evaluation of the skill gaps.
• 32% of the respondents are agree with the effective training, 32% of the respondents are strongly
agree with the effective training,16% of the respondents are disagree with the effective training
• 64% of the respondents are agree with their personal growth, 8% of the respondent’s given no
comment, and 8% of the respondents are disagree with their personal growth.
• 56% of the respondents are agree with the promotion aspects, 8% of the respondents are
disagree with the promotion aspects.
• 80% of the respondents recommended for their job rotation and 20% of the respondents are not
recommended the job rotation for their development.
• 84% of the respondents recommended for their job enlargement and 16% of the respondents are
not recommended the job enlargement for their development.
• 48% of the respondents recommended their ideas for their development and 52% of the
respondents are not recommended their ideas for their development.
• 40% of the respondents are agreeing with face to face interaction with the supervisor and 60% of
the respondents are not agree with the face to face interaction with the supervisors.

KSIE
• 80% of the respondents are agree with their opportunities given by the organization and 20% of
the respondents are not agree with the opportunities given by the organization.
• 72% of the respondents are agree with the changes in attitude and behaviour ant the remaining
28% of the respondents are disagree with the changes in attitude/behaviour during appraisal
period.
• 60% of the respondents are satisfied with CFR ratings and the remaining 40% of the respondents
are dissatisfied.
• 60% of the respondents are satisfied with the increase of salary through performance ratings and
the remaining 40% of the respondents are dissatisfied
• 72% of the respondents are happy with the present appraisal system and 28% of the respondents
are unhappy with the present appraisal system

KSIE
SUGGESTIONS AND RECCOMENDATIONS

• Incorporate more non-monetary benefits such as recognition notes, authority,
responsibility etc., to motivate the employees.
• KSIE is diversifying to production activities. Employees will have lots of doubts and
fears about the new activity. So whenever the management makes major strategic
ventures make sure to implement organizational change process or OD interventions,
which will help to reduce resistance to change attitude and ensures effective
implementation.
• Periodic workshops, training and other simulation programmes could be included to
improve attitudes of the employees towards their job and organization, in general.
Periodic review and feedback from employees regarding their views, worries, fears
etc., towards work, working environment, inter-personal relation, policies of the
company etc., are appreciable in improving employee’s attitude and aptitude towards
their job and management.
• The company should conduct effective training after the performance appraisal for
their employees to improve their performance and also CFR ratings should be
discussed with the employees at the time of performance appraisal review.
• The company should give combination of both (subjective and objective) appraisal
and it should be of half yearly.
• The appraiser should keep on contact with the employees and motivate them for their
growth and also to achieve the organizational goals.
• When an employee is newly joined in an organisation, he/she should be given proper
information about performance appraisal system and its impact towards his/her job.

KSIE
• Once an employee is evaluated, he/she has to be informed about their strength and
weaknesses. An employee should aware of the above, he/she will improve their
strengths and weaknesses and also it helps to increase the productivity of the
organisation.
CONCLUSION
In this study, Performance Appraisal System followed at KSIE was evaluated and found
to be good. This project work also reveals the gaps in the existing system. By providing suitable
training and development programmes, the concern organisation can improve the existing
performance appraisal system
The KSIE Ltd. which had a humble beginning, has indeed put up a ‘big fight’ and
remained unshaken with growing competitors and brushes aside allegations over the fear
of losing its business and customers. KSIE enlivened the age-old saying “tough time
last….but a tough mind last longer”. Today, the organization can take pride in the
development it had made over decades but still had not quenched its thirst in the areas of
innovations and developments. Now they are venturing into more areas like Infrastructure
Development (Office-cum-shopping Mall), Logistics Management (ship Cargo-
Vallarpadam Terminal), Production of Soaps etc.,
The study was very useful to get knowledge regarding the practical implications of
the theoretical aspects. It helped the researcher to get acquainted with actual working of
an organization, especially H.R Department.

KSIE
BIBLIOGRAPHY
• VSP Rao – Human Resource Management, Anurag Jain for excel books, 2005
ninth edition.
• Performance management – Michael Armstrong and Angela Baron.
• Gary Dessler – Human Resource Management Prentice, Hall of Indian private

limited 2004 ninth edition.
• Kothari C. R; Research Methodology- Methods and Technique ; Vishwa

Prakashan (2ND Edition); New Delhi-1990.
Websites:
www.ksie.org
www.keralarcade.com
www.google.com

KSIE
APPENDIX

KSIE
QUESTIONNAIRE
A STUDY ON THE PERFORMANCE APPRAISAL SYSTEM

IN
KERALA STATE INDUSTRIAL ENTERPRISE
Dear respondent,
This questionnaire is to find out the Performance appraisal followed in KSIE. Kindly co-operate
& fill the question accurately.
1. Name: __ _ _ __ _ _ __ _ _ __ _ _ __ _
2. Sex : a) Male b) Female
3. Your age group?
a) 19 – 23 b) 24 – 28 c) 29 – 33 d) 34 – 38 e) above 38
4. Designation: _ __ _ _ __ _ _ __ _ _ __ _ _ __

KSIE
5. Date of joining: _______________
6. Whose appraisal do you prefer?
a) Peers
b) Subordinates
c) Superiors
7. Performance appraisal should be based on your
a) Quality
b) Target
c) Both
8. The frequency of appraisal should be
a) Monthly
b) Half yearly
c) Annual
d) 360 degree
9. Appraiser appraised your performance based on
a) Personality traits
b) Behavior
c) Results
d) All the above
10. Which type of performance appraisal do you prefer?
a) Subjective performance appraisal
b) Objective performance appraisal
c) Combination of both
11. Based on the gender, performance appraisal varies. Yes/No

KSIE
The following questions are graded on a 5 point scale:
1 – Strongly agree
2 – Agree
3 – No comment
4 – Disagree
5 – Strongly disagree
12. During appraisal, the appraiser had daily contact with you.
a)Strongly agree b) Agree c)No comment d)Disagree
e)Strongly disagree
13. During appraisal process, you are allowed to give feedback.
e)Strongly disagree
14. Do you think the performance appraisal evaluates your strengths
and weaknesses?
e)Strongly disagree
15. The organization is providing effective training program for skill

enhancement after your appraisal period.
e)Strongly disagree
16.Performance appraisal helps in your personal growth.
e)Strongly disagree

KSIE
17. The appraisal system helps in your future promotion prospects.
e)Strongly disagree
18. Do you recommend job rotation for your development Yes/No
19. Do you recommend job enlargement for your development? Yes/No
20. Do you have any ideas to recommend for your development? Yes/No
If yes, Please specify___________________________.
21. At the time of appraisal , did you have to interact with your appraiser?
Yes/No
22. Were opportunities given to you to improve your performance? Yes/No
23. Does the performance appraisal review actually change your attitude / behaviour?
Yes/No
24. Are you satisfied with the critical factor ratings? Yes/No
25. Based on the performance ratings, is there any increase in the salary? Yes/No
26. Are you happy with the present appraisal system? Yes/No

KSIE

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1.1 INTRODUCTION TO THE TOPIC

Performance appraisal is a method of evaluating the behaviour of employees in the work

Performance appraisal has two over arching goals:

1. To encourage high levels of worker motivation and performance.

2. To provide accurate information to be used in managerial decision making.

Developing a Performance Appraisal System

1. Developmental purposes such as determining how to motivate a worker to perform at a

INSTITUTE OF MANAGEMENT IN KERALA,VARKALA Page 3

• 360-degree appraisal - a worker's performance is evaluated by a variety of people who

1.2 STATEMENT OF THE PROBLEM

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1.3 CONCEPTS OF THE STUDY

Definition of Performance Appraisal

Concept of Performance Appraisal

1.4 REVIEW OF RELATED LITERATURE

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The Management of Performance as Rhetoric on Reality

The problems faced by the organization experiencing some difficulties

Management should provide the enabling conditions through which work

D Winstanely and K Stuart-Smith (1996)

➢ Conclusive evidence that leads to improved performance is

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1.5 OBJECTIVES OF THE STUDY

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1.6 RESEARCH DESIGN

Research design is the plan and structure of investigation so conceived as to obtain

DESCRIPTIVE RESEARCH DESIGN

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1.7 SAMPLING TECHNIQUES

The sampling technique adopted for the purpose of the study is

As the name implies a convenience sample means selecting particular

The sample size of the study is 150. This sample is considered as

1.8 DATA COLLECTION

The primary source of data is through Questionnaire.

The secondary source of information is based on the various details retrieved

1.9 TOOLS OF THE STUDY

Tool used for data collection:

• Respondents have adequate time to give well thought out answers.

Statistical tools used

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1.10 PERCENTAGE ANALYSIS:

Percentage refers to a special kind of ratio. Percentage is used in making

AREA OF THE STUDY

To study the Impact of Performance Appraisal System at KSIE ,trivandrum.

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SCOPE OF THE STUDY

HYPOTHESIS OF THE STUDY

The alternative hypothesis is the logical opposite of the null hypothesis

LIMITATIONS OF THE STUDY

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1.7 CHAPTERIZATION OF THE PROJECT

The project done is being explained under five different chapters:

• Chapter 2: Industry Profile.

• Chapter 3: Company Profile

• Chapter 4: Data analysis and Interpretation.

• Chapter 5: Findings, Conclusion and Suggestions.

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