A STUDY ON EMPLOYEE SATISFACTION TOWARD PERFORMANCE APPRAISAL OF RANE ENGINE VALVE LIMITED, CHENNAI.

A PROJECT REPORT Submitted by

G.BRINDHA (Register Number: 31609631007) UNDER THE GUIDENCE OF Ms. BINDU BASHINI FACULTY OF MANAGEMENT STUDIES In partial fulfilment of the requirements For the award of the degree Of MASTER OF BUSINESS ADMINISTRATION IN DEPARTMENT OF MANAGEMENT STUDIES VELS SRINIVASA COLLEGE OF ENGINEERING AND TECH. THALAMBUR ANNA UNIVERSITY CHENNAI 600 025 JUNE 2010

VELS SRINIVASA COLLEGE OF ENGINEERING [Affiliated To Anna University] THALAMBUR, CHENNAI 603 103

BONAFIDE CERTIFICATE

Certified that this summer project report titled A STUDY ON EMPLOYEE SATISFACTION TOWARD PERFORMANCE APPRAISAL OF RAANE ENGINE VALVE LIMITED, Chennai. is the bonafide work of Ms.G.Brindha Register Number: 31609631007 who carried out the research under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

Ms. Bindu Bashini

Mrs.V.SHANMUGAPRIYA, M.Phill

Internal Guide

Head of the Department

Submitted to Project and Viva Examination held on__________________

Internal Examiner

External Examiner

DECLARATION

I hereby declare that the project work entitled A Study on Employee Satisfaction toward Performance Appraisal of Raane Engine Valve Limited, Chennai is the original work done by me submitted to Anna University in Partial fulfilment of requirement for award of Master of Business Administration in Human Resource record of original work done by me under the supervision of Ms. Bindu Bashini, Asst. Professor, Internal guide, Department of Management Studies Vels Srinivasa College of Engineering and Technology.

Place:

Signature of the student

Date:

(G.BRINDHA)

ACKNOWLEDGEMENT

I express my sincere gratitude to Principal Dr. V. Kanakasabai, M.E., Ph.D Vels Srinivasa College of Engineering and Technology for his valuable suggestion and encouragement during the project. I would like to thank to Mrs. V. Shanmugapriya, Head of the Department of Management studies, Vels Srinivasa College of Engineering and Technology for

giving me this opportunity to undertake this project task. I express my sincere thanks to Ms. Bindu Bashini , internal guide Vels Srinivasa College of Engineering and Technology for her able and constant guidance that made this project work attain its present shape. I wish to express my deep sense of gratitude to other staff members in the Department, Vels Srinivasa College of Engineering and Technology for their valuable suggestions and encouragement during the project. I wish to express my deep sense of gratitude to Mr. Samraj.l HR Department Rane Engine Valve Ltd. for giving me this opportunity to undertake this project task In conclusion, I would like to express my sincere thanks to my family members, friends and one and all of those who rendered their valuable assistance, in bringing out this project work a successful one.

G.BRINDHA

ABSTRACT
Performance appraisal is that which measures employee opinions of the workplace and their personal situation. It helps to identify the unique strength and specific opportunities for improvement, interested performance of the employees can improve the company profitability. The Job of a employee in the work place is to get things done through specific period of time. Human nature can be very simple, yet very complex too. An Understanding and appreciation of this is to perquisite to effective employee performance appraisal in their assigning work and therefore effective work. The descriptive research design is adopted here. The sample size is 100.A structure questionnaire is used as a tool for data collection. With the available data, analysis are made with the help of statistical tools like percentage analysis, chi-square, ANOVAs, co-relation, etc, Based on this suggestion recommendations and conclusions are made.

CONTENTS

CHAPTER NO
1 INTRODUCTION 1.1 Introduction 1.2 Objective of the study 1.3 Scope of the Study 1.4 Industry Profile 1.5 Company Profile 1.6 Limitation of the study 2 3 4 REVIEW OF LITERATURE RESEARCH METHODOLOGY ANALYSIS AND INTERPRETATION OF DATA 4.1 Percentage analysis 4.2 Test Name 4.3 Test Name 5 SUMMARY 5.1 Findings 5.2 Suggestions 5.3 Conclusions APPENDIX BIBLIOGRAPHY

PARTICULARS

PAGE NO

LIST OF TABLES

TABLE NO. 1 2 3 4 5 6 PARTICULARS Classification based on age Classification based on department Classification based on job category Classification based on salary scale Classification based on experience Classification based on factors impressing the employees to join 7 8 9 10 Classification based on promotion Classification based on employees performance Classification based on employee will be appraised Classification based on satisfaction level of employees with Performance appraisal system 11 Classification based on improvement of employees Performance 12 13 14 15 16 17 18 Classification based on working condition Classification based on job security Classification based on employees contribution level Classification based on supervisor treats Classification based on opportunities to learn and grow Classification based on authority Classification based on rewards and recognition system

PAGE NO.

LIST OF CHARTS

TABLE NO. 1 2 3 4 5 6 PARTICULARS Classification based on age Classification based on department Classification based on job category Classification based on salary scale Classification based on experience Classification based on factors impressing the employees to join 7 8 9 10 Classification based on promotion Classification based on employees performance Classification based on employee will be appraised Classification based on satisfaction level of employees with Performance appraisal system 11 Classification based on improvement of employees Performance 12 13 14 15 16 17 18 Classification based on working condition Classification based on job security Classification based on employees contribution level Classification based on supervisor treats Classification based on opportunities to learn and grow Classification based on authority Classification based on rewards and recognition system

PAGE NO.

INTRODUCTION

1.1 Introduction - Performance appraisal

A performance appraisal, employee appraisal, performance review, or career development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization.

Aims
y y y y Give employees feedback on performance Identify employee training needs Document criteria used to allocate organizational rewards Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, bonuses, etc. y y y Provide the opportunity for organizational diagnosis and development Facilitate communication between employee and administration Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements. y To improve performance through counselling, coaching and development

Methods
The most popular methods used in the performance appraisal process include the following: y y Management by objectives 360-degree appraisal

y
y

Behavioral observation scale Behaviorally anchored rating scales

Modern Appraisal
Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development.

Employee satisfaction
Employee satisfaction is supremely important in an organization because it is what productivity depends on. If your employees are satisfied they would produce superior quality performance in optimal time and lead to growing profits. Satisfied employees are also more likely to be creative and innovative and come up with breakthroughs that allow a company to grow and change positively with time and changing market conditions.

1.2 Objectives

of the study

Primary Objective:
A study on employee satisfaction toward performance appraisal of Rane Engine valve limited, Chennai.

Secondary Objective:

y y y y y

To evaluate the present performance appraisal system of revl To identify the suitability of their appraisal system to explore the employees potential. To measure the relationship between the supervisor and the employees. To find the benefits provided to the employees by revl. To measure the rewards and recognition system provided to the employees by revl.

1.3 Scope of Study:

The study is intended to evaluate performance appraisal of employees in the organization. Good performance appraisals of employees are made to achieve the efficiency and also to increase their Performance level. Employee delight has to be managed which helps in retaining and nurturing the employees i.e. the faster the organization nurture their employee the more successful they will be. It helps the researcher to realize the importance of performance appraisal of the employee. It helps to provide a support of the future research regarding strategic guidance for the organization that are both providing and using reward/recognition programmes.

Company Profile

Profile
o Incepted in 1959 to manufacture valves and valve train components for various engine application o Latest manufacturing practices to keep abreast of technological advancements o Caters to every section of the auto industry through four manufacturing plants o Cutting edge technology o Market leader in India o Clientele spread across Europe, North America and the Far Eastern markets including the best known brands such as Volkswagen, Deutz & Yamaha

Design

o Centralized R&D and product engineering function

o o o o o

Design and functional aspects of development match customer requirements Design team includes IC Engine Specialists, CAD and CAM application experts, software analysts. CAD/CAE, Finite Element Analysis (FEA) Pro-E, Analysis etc used for new product development. Up to date practices like QFD, Design reviews and world acclaimed Japanese development methods implemented across facilities New product development process aligned to ISO / TS 16949:2002 norms

Manufacturing: 5 plants located in Chennai, Hyderabad & Trichy manufacture engine valves, valve guides and tappets.

Plant 1 (Chennai) Plant 2 (Hyderabad)

- Engine Valves - Engine Valves

Plant 3 (Chennai)

- Guides & Tappet

Plant 4 (Hyderabad)

- Engine Valves

Plant 5 (Trichy)

- Engine Valves

Quality:
REVL has consistently maintained a zero warranty failure level for the last 6 years y Several recognitions and awards from OE clientele Preferred supplier in the industry Deming Application Prize winner in the year 2005

y y

nEngine Valves Dimension

Stem Dia 5 - 15 mm

Head Dia 18 - 85 mm

Length 85 - 195 mm

Material

Martensitic & Austentic grades of valve steels and super alloys

Special Features

Hard faced seat

Bi-metal construction stellited

Button-welded

Pattern-hardened tappet end

Spiral-polished under head Chrome / Nitrided finish

Valve Guide
Dimension Outer Dia 9 - 110 mm Bore Dia 5 - 40 mm Length 25 - 400 mm Material Cast Iron, Sintered Special Features Nitrided / Phospated finish threaded bores

Tappets
Dimension Dia 18 - 30 mm Length 40 - 75 mm Material Chilled Cast Iron, Cold Forgings Special Features Nitrided / Phospated finish

Testing facilities
y Employees well streamlined testing facility to match stringent quality expectations Products manufactured are routed through some of the following tests

y y

Endurance test for concept approval and validation Measurement of power, SFC in the engine wear and distortion

y y

Valve temperature measurement as per customer specifications Integrated and separate two wheeler test bed, petrol Engine test bed and diesel test bad facilities

REVIEW OF LITERATURE

REVIEW OF LITERATURE In the article of What is Performance Appraisal by Adiele ndunuju Posted on Feb 09, 2009)

Performance management, Performance review or performance appraisal as used by different establishments are all talking about the same thing, it has to do with aligning the human resources with the corporate goals of the firm, evaluate their performances and recommend commensurate rewards. It involves skill planning, skill development, and maintaining a good pay for performance culture in an organization. Performance appraisal is a very important aspect of organization future growth and positioning as such it should be carried out with all seriousness and sincerity. The Human resources person should be able to advice all supervisors and managers before every appraisal exercise to avoid getting a biased result, which will ultimately affect the general productivity of the firm.

In the article of Purpose of Performance Appraisal-how and Why it is an Important and Effective for Any Organization posted by Arshia Imran on Sep 18, 2008)

Performance Appraisal is very important for every kind of organization. It is a justification of an individual employee. if we take the literal meaning of performance The act of performing or fulfillment of an obligation or a promise; especially, completion of ones duty. Appraisal is an expert or official valuation. Performance Appraisal is defined as structured formal interaction between a subordinate and supervisor, where the work

performance of the subordinate is to be taken into consideration, with a view to identifying weaknesses and strengths as well as opportunities for improvement and Skills development.

Performance Appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual as well as organizational aims and having positive relationships between management and staff. As performance appraisal provide a formal, recorded, regular review of an individual's performance.

In the article of Performance Appraisals Posted by Kath Finney on Jan 29, 2008
Employees can benefit from constructive criticism throughout their employment, not just during the job search process. Performance appraisals are an ideal way for a manager to offer guidance as to where their employees could improve upon current performance, but the potential for this type of situation to be conducted incorrectly means that careful planning is of great importance.

Appraisals should always be well documented and signed by both the manager and the employee. Records do not need to be particularly long, but they do need to include a summary of the performance review, including evidence of what has been achieved and identification of areas that need to be improved. Be honest when you discuss negative aspects of employees behavior and direct criticism at the work as opposed to personality.

In the article of Testing the effectiveness of Performance Appraisals posted by Verena Veneeva on Jul 10, 2006
Performance appraisal is one of the popular concepts among the multinational and local companies. The concept has been defined by DeVries et al., (1981) as the process which

allows firms to measure and consequently evaluate an employee's achievements and behavior over a certain period of time. The basic purpose of using performance appraisal techniques within an organization is to align the employee's efforts with the overall objective of the firm. There are many advantages mentioned in the literature regarding the use of performance appraisals within an organization. It has been suggested that it improves the communication between the higher to lower level management; identify areas of improvement; show employees training needs; help in Promotion, retention and termination decisions; and means of managerial control. The valuable organizational objectives are served with the help of performance appraisals and organizations should use the technique by aligning the performance parameters with their overall mission and vision.

In the article of Employees Performance Appraisal posted by Muazzam-Mehmood on : Feb 23, 2009 UNDERSTANDING PERFORMANCE APPRAISAL METHODS

once the employees has been selected, trained and motivated, they are then appraised for their performance. Performance appraisal is the step where the management finds out how effective it has been hiring and placing employees If any problem is identified, steps are taken to communicate with the employees and to remedy them. So "a performance appraisal is a process of evaluating an employees performance of a job in terms of its requirement .Several methods and techniques of appraisal are available for measurement of the performance of the employee.

Limitations of the Study:

y y y y

The time period required for this study is not sufficient. Employees reluctant to give proper response because of the fear on management. The sample size takes for the study is very low. 100% reliability & accuracy cannot be expected from the respondent due to various reasons.

Respondent information may be over excited or under estimated. So from this we are not able to determine the accurate.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY Introduction

Marketing research is the function which links the consumer, customer and public to the marketers through information used to identify and define marketing, opportunities and problems, generates refine marketing action; monitor marketing performance; and improve understanding of marketing as a process. Marketing research specifies the information required to address these issues; designs the method for collection information manages and implements the data collection process; analysis the results and communication the findings and their implication.

Research definition:

Research

is careful inquiry or examination to discover new information and

relationship and to expand and to verify exiting knowledge, Research always starts with questions or a problem. Its purpose is to find answer to questions through the application of the scientific method. It is a systematic and intensive study directed towards a more complete knowledge of the subject studies.

Research design
Research design is the plan, structure and strategy of investigation conceived so as to obtain answer to research question and to control variance. - BY KERLINGER From definition it is evident that research design is more or less a blue print of research. At the outset may be noted that there are several ways of Studying and tackling a problem. There is no signal perfect design.

The research design can be classified in to two broad categories: (A) Exploratory (B) Descriptive

The Exploratory research is focus on the discovery of ideas. Exploratory research is carried out to define problems and developed hypothesis to test later. An exploratory study is generally based on the secondary data that are reading available. It does not have to change his focus of direction, depending on the availability of new ideas and relationship among variables.

The Descriptive studies are undertaken in many circumstances. Descriptive studies can be complex, determining a high degree of scientific skill on the part of the researcher.

Sources of Data

The sources of data collection methods are as follows.

a) Primary data:The primary data is that which details we collect first time from the market and also used first time in the research. We also say that the information is first time in the research decision. To collect the primary data questionnaire is prepared structure non disguise questionnaire is prepared. b) Secondary data:Secondary data are those data which are already collected by someone for some purpose and are available for the present study; secondary data are already collected by the companys records and other librarys books. When the secondary data are sufficient, the researcher has to be satisfied with the primary sources of data. Secondary data can be used as bases for comparison with primary data have been collected by questionnaire.

Data Collection Method:

Researcher instruments is the tool by which the researcher can do research on specific problems or objective. The most popular researcher instrument for collection data is Questionnaire for a particular investigation. It is simple for a moiled set of questions presented to respondents for their answers. Due to this flexibility, it is most common instrument used to collect the primary data. During the pre- testing of questionnaire, I seen the reaction of respondents and suggestions required to make change in research instrument. The questionnaire contains two types of questions. (1) Open-ended question:It is helpful in knowing what is uppermost in the mind of the respondents. It gives complete freedom to the respondent. (2) Dichotomous questions:It has only two answers in form yes or no, true or false, use or do not use. So the respondent is offered two or more choice.

Sampling plan
Sampling is a process of obtaining the information about the Customers by examine a part of it .The effectiveness of the research depends on the sample size selected for the survey purpose.

Sample area:The survey was conducted in Chennai area.

Sampling Unit:It means Who is to be surveyed. Here target population is the customers of Raane Engine Valve LTD and sampling frame is developed so that everyone in the target population has known chance of being sampled.

Sample size:For the purpose of proper survey, there is need of perfect research instruments to find out sample size for more accurate result about performance appraisal. The sample size is 100 respondents.

Population Size:The population size is more than 1000 Employees.

Sampling Method:Convenience sampling technique was used in the study STATISTICAL TOOLS: The data has been mainly analyzed by using the following methods and tests. 1. Percentage Analysis 2. Correlation 3. Chi- Square test 4. Kolmogrov test >Percentage analysis: Percentage Analysis refers to a special kind of ratio in making comparison between two or more data and to describe relationships. It can also be used to compare the relation terms the distribution of two or more sources of data. Number of Respondents Percentage of Respondents = Total respondents X 100

>Correlation: r= N XY- X Y

>Chi-Square Analysis: Chi-Square is a non-parametric test of statistical significance for bivariate tabular analysis. It is one of the simplest and most widely used non-parametric tests in statistical work. The Chi-Square method is the application of testing the significant difference between observed and expected values. Procedure: Step-1: Null Hypothesis (Ho): There is no relationship between two variables. Step-2: Alternative Hypothesis (H1): There is relationship between two variables. Step-3: Level of significance = 0.05

Step-4: Calculate the expected frequency Row total X Column total -----------------------------------------Grand total
(O  E ) E

E= Step-5:

Chi-Square test ( ) =

Where, O= Observed frequency E= Expected frequency Step-6: Degrees of freedom= (r-1)(c-1) Where, r= Number of rows, C= Number of columns. Step-7: Find the table value of at given level of significance with (r-1)(c-1) degrees of freedom Step-8: Compare the calculated value with tabulated value of

Step-9: If the calculated value of is less than the tabulated value accepts Ho, otherwise reject it. > KOLMOGROV TEST

Interpretation & Analysis

Classification Based On Age Table 1

S.no 1 2 3 4

Age Below 20 Years 30-40 years 40-50 Years Above 50 Years Total

Frequency Nil 20 65 25 100

Percentage Nil 20 65 25 100

Interpretation: From the above table 65% of people of under 40-50 years, 25% of people above 50 years, 20% of people comes under 30-40 years.

Chart 1
70 60 50 40 30 20 10 0 Below 20 Years 30-40 Years 40-50 Years Above 50 Years Age

Classification Based On Department Of Working Table 2

S.no 1 2 3 4 5

Department Purchase Production Finance Storing HR Total

Frequency 9 62 Nil 29 Nil 100

Percentage 9 62 Nil 29 Nil 100

Interpretation: From the above table 62% of people working in production department, 29% people working in storing department, 9%of people working in purchase department.

Chart 2
70 60 50 40 30 20 10 0 Purchase Production Finance Storing HR Department

Classification Based On Job Category Table 3

S.no 1 2 3 4 5

Job Category Executive Manager Supervisor Operator Others Total

Frequency Nil Nil Nil 86 14 100

Percentage Nil Nil Nil 86 14 100

Interpretation: From the above table 86% of people working in operator job category, 14% of people only working under other job categories.

Chart 3
100 90 80 70 60 50 40 30 20 10 0 Excecutive Manager Supervisor Operator Others Job Category

Classification Based On Experience: Table 4

S.no 1 2 3 4 5

Experience Below 5 Years 5-10 Years 11-15 Years 16-20 Years 21-25 Years Total

Frequency 4 20 32 32 12 100

Percentage 4 20 32 32 12 100

Interpretation: From the above table 32% of people having 11-15 years experience, 32% of people having 16-20 years experience, 20% of people having 5-10 years experience, 12% of people having 21-25 years experience & 4% of people having below 5 years experience.

Chart 4
35 30 25 20 15 10 5 0 Below 5 Years 5-10 Years 11-15 Years 16-20 Years 21-25 Years Experience

Classification Based on Pre appraisal Team to upgrade the employees Performance Table 5

S.no

Pre Appraisal Team

Frequency

Percentage

Yes

13

13

No

87

87

Total

100

100

INTERPRETATION: From the above table 87% of people said no to the up gradation of employees performance by the performance appraisal team, & the other 13% of people said yes for performance appraisal teams up gradation process.

Chart 5
100 90 80 70 60 50 40 30 20 10 0 Yes No Pre Appraisal Team Upgrade

Classification Based on Performance will be appraised: Table 6

S.no

Performance Appraised

Frequency

Percentage

1 2 3 4 5

Incentive Salary Hike Promotion Rewards Others Total

25 3 56 6 10 100

25 3 56 6 10 100

Interpretation: From the above table 56% of people said that their performance can be appraised by providing promotion, 25% of people said that their performance can be appraised by providing incentives, 10% of people said that their appraised by other facilities, 6% of people said that their performance can be appraised by proving rewards, & 3% of people said that their performance can be appraised by hiking salary.

Chart 6
60 50 40 30 Performance Appraised 20 10 0 Incentive Salary Hike Promotion Rewards Others

Classification Based On Opportunities to Learn and Grow Table 4.7 S.no 1 2 3 4 5 Satisfaction Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 61 2 3 5 29 100 Percentage 61 2 3 5 29 100

Interpretation: 61% of respondents based on Opportunities to learn and Grow who Strongly Agree, 2% of respondents based on Opportunities to learn and grow who agree, 3% of respondents based on Opportunities to learn and grow who Neutral, 5% of respondents based on Opportunities to learn and grow who disagree, 29% of respondents based on Opportunities to learn and grow who strongly disagree

Chart 7
70 60 50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree Oppurtunities to Learn &Grow

Classification Based on Last Performance appraisal reflect your Performance accurately

Table 8

S.no

Reflection Of Performance Appraisal Strongly agree Agree Neutral Disagree Strongly disagree Total

Frequency

Percentage

1 2 3 4 5

24 12 21 14 29 100

24 12 21 14 29 100

Interpretation: From the above table 24% of respondents based on Reflection of performance appraisal who strongly Agree, 12% of respondents based on Reflection of performance appraisal who Agree, 21% of respondents based on Reflection of performance appraisal who are Neutral, 14% of respondents based on Reflection of performance appraisal who Disagree, 24% of respondents based on Reflection of performance appraisal who strongly Disagree.

Chart 8
35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree Performance Accurance

Classification Based on Authority to make Decision: Table 9

S.no

Authority to make decision

Frequency

Percentage

1 2 3 4 5

Strongly agree Agree Neutral Disagree Strongly disagree Total

42 15 10 5 28 100

42 15 10 5 28 100

Interpretation: From the above table 42% of respondents based on Authority to make decisions who strongly agree, 15% of respondents based on Authority to make decisions who agree, 10% of respondents based on Authority to make decisions who are neutral, 5% of respondents based on Authority to make decisions who disagree, 28% of respondents based on Authority to make decisions who strongly disagree.

Chart 9
45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree Authority to Make decisins

Classification Based on Feel towards contributing to REVLs Mission Table 10

S.no

Contributing Towards REVLs Mission

Frequency

Percentage

1 2 3 4 5

Strongly agree Agree Neutral Disagree Strongly disagree Total

100 Nil Nil Nil Nil 100

100 Nil Nil Nil Nil 100

Interpretation: From the above table 100% of respondents based on feeling towards contributing to REVLs Mission who strongly agree, the employees who are working in REVL strongly agree that they are working towards contributing REVLs mission.

Chart 10
120 100 80 60 40 20 0 Strongly agree Agree Neutral Disagree Strongly disagree Contribution towards REVL'S Mission

Classification Based On Physical Working Condition Table 11

S.no

Physical Working Condition

Frequency

Percentage

1 2 3 4 5

Strongly agree Agree Neutral Disagree Strongly disagree Total

32 8 10 12 38 100

32 8 10 12 38 100

Interpretation: From the above table 32% of respondents based on who Physical Working Condition who strongly agree, 8% of respondents based on who Physical Working Condition who agree, 10% of respondents based on who Physical Working Condition who are neutral, 12% of respondents based on who Physical Working Condition who disagree, 38% of respondents based on who Physical Working Condition who strongly disagree.

Chart 11
40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree Physical Working Condition

Classified based on the belief of Job secure Table 12

S.no 1 2 3 4 5

Job Secure Strongly agree Agree Neutral Disagree Strongly disagree Total

Frequency 100 Nil Nil Nil Nil 100

Percentage 100 Nil Nil Nil Nil 100

Interpretation: From the above table 100% of respondents based on the belief of Job secure who strongly agree, cent percent of the workers who are working in the organization believe that their job security.

CHART 12
120

100

80

60 Job Securacy 40

20

0 Strongly agree Agree Neutral Disagree Strongly disagree

CHI-SQUARE Aim: To measure probabilities of the satisfactory level with REVLs benefit package. Hypothesis statement: Null Hypothesis (H0): There is no association b/w the satisfactory level with REVLs benefit package. Alternative Hypothesis (H1): There is association b/w the satisfactory level with REVLs benefit package. Strongly agree 11 48 Agree 14 29 Neutral 23 16 disagree 10 4 Strongly disagree 42 3

Ammount of vacation Sick leave policy Amount of health care paid for Dental benefits

41

15

10

10

24

44

21

10

22

CALCULATION: Observed frequency (O) 11 14 23 10 Expected frequency (E) 36 19.75 13 8.5 17.3611 1.6 7.6923 0.2647 (O-E)2/E

42 48 29 23 41 15 10 10 24 44 24 10 22

22.75 36 19.75 44.25 36 19.75 13 8.5 22.75 36 32.75 8.5 22.75

16.2885 4 4.3327 10.2048 0.6944 1.1424 0.6923 0.2647 0.0687 1.7778 2.3378 0.02647 0.0247

CHI-SQUARE TABLE INFERENCE: Calculated value Table value = 69.0853 = 15.812

Degrees Of freedom= 12 Reject H0 (Table value @ 5% significant level) INFERENCE: Since the calculated value is greater than tabulated value, we reject null hypothesis & accept alternative hypothesis. There is association b/w the satisfactory level with REVLs benefit package.

CORRELATION

Aim: To measure probabilities of salary scale and factors to join employees in the compay Salary
Below 5000 5000-10000 10001-15000 15001-20000 Above 20000

No. of Respondents
2 5 20 44 29

Factors Impressing To Join Good Will Compensation System Job Security Working Environment Others

No. of Respondents
4 20 32 32 12

CALCULATION:

X
2 5 20 44 29 4 20 32 32 12

Y 8 100 640

XY 4 25 400

X 16 400

1024 1024 144

1408 348

1936 841

CORRELATION INFERENCE: Calculated value INFERENCE: There is Positive correlation between the salary scale and factors to join employees in the compay = 0.5

KOLMOGROV
Aim: To measure probabilities on how the supervisor treat employees. Null Hypothesis (H0): There is no association between the employees satisfaction of supervisor treat the employees. Alternative Hypothesis (H1): There is association between the employees satisfaction of supervisor treat the employees.
Supervisor Treats Strongly agree Agree Neutral Disagree Strongly disagree 62 16 2 2 18

No. of Responses

CALCULATION: Observed frequenc y (O) Observed cumulativ e frequency 62 82 Observed relative frequency(fo ) 0.62 0.82 Expected frequenc y (E) 20 60 Expected cumulativ e frequency 20 80 Expected relative frequenc y 0.2 0.8 D=|Fe - Fo|

62 20

0.42 0.02

18

100

20

100

Calculated value Table value

= 0.42 = 0.708

Degrees Of Freedom= 3 Accept H0 (Table value @ 5% significant level) INFERENCE: Since the calculated value is less than tabulated value, we accept null hypothesis & reject alternative hypothesis.
Since there is no between the employees satisfaction of supervisor treat the employees.

KOLMOGROV
Aim: To measure probabilities on how the reward and recognition Provided by REVL. Hypothesis statement: Null Hypothesis (H0): There is no association between the employee satisfaction level and the rewards and recognition Provided by REVL. Alternative Hypothesis (H1): There is association between the employee satisfaction level and the reward and recognition Provided by REVL. .
Recognition& Reward Strongly agree Agree Neutral Disagree Strongly disagree 26 23 11 18 22

No. of Responses

CALCULATION:

Observed frequenc y (O)

Observed cumulativ e frequency

Observed relative frequency(fo )

Expected frequenc y (E)

Expected cumulativ e frequency

Expected relative frequenc y

D=|Fe - Fo|

26 23 11 18 22

26 49 60 78 100

0.26 0.49 0.6 0.78 1

20 20 20 20 20

20 40 60 80 100

0.2 0.4 0.6 0. 1

0.06 0.09 0 0.02 0

Calculated value Table value

= 0.09 = 0.565

Degrees Of Freedom= 5 Accept H0 (Table value @ 5% significant level) INFERENCE: Since the calculated value is less than tabulated value, we accept null hypothesis & reject alternative hypothesis. There is no association between the employee satisfaction level and the rewards and recognition Provided by REVL.

Findings:

a) Among the 100 respondents 65 are above 40-50 years in age. b) 62% out of 100 respondents work in production department. c) 29% out of 100 respondents work in Storing Department.

d) 86% of respondents out of 100 were under operator category. e) 44 out of 100 respondents get 15001-20000 salary f) 32% of respondents have an experience of 11-15 years and 16-20 years.

g) Out of 100 respondents 47 have job security as factors to join. h) 48 respondents out of 100 have four times recognized with promotion.

i) 87% out of 100 respondents upgrade the employees performance j) 56 respondents out of 100 respondents say promotion as performance appraisal

k) 28% of respondents are dissatisfied in the performance appraisal system. l) 61 out of 100 respondents strongly agree on the opportunities to learn and grow

m) 24% out of 100 respondents strongly agree last performance appraisal your performance accuracy n) 42 out of 100 respondents strongly agree to have authority on making decisions

o) It is clearly stated that cent percent of the respondents strongly agree towards contributing to REVL Mission p) 26 out of 100 respondents strongly agree that the Recognition and Rewards Provided by REVL q) 38% out of 100 respondents strongly disagree to the Physical Working Condition

r) It is clearly stated that cent percent of the respondents strongly agree towards the belief of Job secure s) 62 percentage out of 100 respondents strongly agree that the Supervisor treats you with Respect t) It is found that there is no significant difference b/w the satisfactory level with REVLs benefit package u) It is found that there is Positive correlation between the salary scale and factors to join employees in the compay

v) It is found that there is no significant difference between the supervisor treat employees w) It is found that there is no significant difference between the reward and recognition Provided by REVL

Suggestion:
The management has to concentrate more on creating awareness about the performance appraisal system and its usage to employees Carrier planning and carrier development for the employees has to be implemented to fulfil their own interest The management should ensure that the performance Appraisal system of the company is unbiased to the employees. Periodic review and changes on Performance Appraisal system helps the employees to believe the performance appraisal system of an organisation Management should take steps to improve canteen facility.

Conclusion:

The Project work helps us to understand the real level of employees performance and mainly their Performance Appraisal System and the management should be very keen on implementing Performance Appraisal for the employees inorder to get peaceful organizational environment. I have Studied only the theory about Performance Appraisal. The Mini Project gave me one opportunity for doing the project work. By this I got more information Performance Appraisal. I conclude that this company is fully concentrate to implement the Performance Appraisal in proper way, definitely this company will get good relationship with the employees.

QUESTIONNAIRE
1. Name of the respondent __________________________________ 2. Age a) c) Below 20 years 40-50 years b) 30-40 years d) above 50 years

3. Unit/Department in which you are working? a) Purchase d) 4.

b) Production

c) Finance

Storing

e) Human resource management

ob category in which you belong? b) Manager c) Supervisor

a) Executive d) Operator 5. Salary scale a) Below 5000 d) 15001-20000 6. Experience a) Below 5 years d) 16-20 years

e) Others (specify) ______________________

b) 5000-10000 e) Above 20000

c) 10001-15000

b) 5-10 years e) 21-25 years

c) 11-15 years

7. Factors which impress you to join in this company a) Goodwill of the company b) Compensation system d) Working environment c)

ob security

e) Others (specify) _______________________

8. Number of time you are recognized with promotion during your service a) One time d) Four time b) Two time e) Above four time c) three time

9. Is there any Pre-appraisal team is to upgrade the employee s performance? a) Yes b) No

10. How does your performance will be appraised? a) Incentive d) Rewards b) Salary hike c) Promotion

e) Others (specify) ______________________

11. Are you satisfied with your performance appraisal system followed in your Organization? a) Highly satisfied d) Dissatisfied b) Satisfied e) Highly dissatisfied c) Moderate

12. How does your last performance appraisal reflect your performance accurately? a) Strongly agree d) Disagree b) Agree e) Strongly disagree c) Neutral

13. Do you feel your physical working conditions are good? a) Strongly agree d) Disagree b) Agree e) Strongly disagree c) Neutral

14. Do you believe your job is secure? a) Strongly agree d) Disagree b) Agree e) Strongly disagree c) Neutral

15. Do you feel you are contributing to REVL s mission? a) Strongly agree d) Disagree b) Agree e) Strongly disagree c) Neutral

16. Your supervisor treats you with respect a) d) Strongly agree Disagree b) Agree e) Strongly disagree c) Neutral

17. Do you have opportunities to learn and grow? a) Strongly agree d) Disagree b) Agree d) Strongly disagree c) Neutral

18. Do you have enough authority to make decision you need to make? a) Strongly agree d) Disagree b) Agree e) Strongly disagree c) Neutral

19. Rate your satisfactory level with REVL s benefit package Strongly Agree Amount of vacation Sick leave policy Amount of health care paid for Dental benefits 1 1 1 1 Agree 2 2 2 2 Neutral 3 3 3 3 Disagree 4 4 4 4 strongly Disagree 5 5 5 5

20. Do you agree with the Recognition and Rewards provided by REVL? a) Strongly agree d) Disagree 21. Any suggestion _____________________________________________________________________ b) Agree e) Strongly disagree c) Neutral

BIBLIOGRAPHY

 Philip Kotler, Marketing Management, 13edition Pearson Publications  Kothari C.R., Research Methodology, Sultan Chand & Son Publications, 1930.

 Gupta, S.P Introduction to Mathematical and statistics, MC Graw Hill Book co., New York

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