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A PROJECT REPORT ON PERFORMANCE APPRAISAL EFFECTIVENESS ANALYSIS AT THE FERTILISERS AND CHEMICAL TRAVANCORE LTD [F A C T] .
SUBMITTED TO:
THE MG UNIVERSITY IN PARTIAL FULFILLMENT OF BACHELOR OF BUSINESS ADMINISTRATION (B B A)

SUBMITTED BY:
SREENATH .BHAT.R Reg No: SDAA09143766

K.M.M COLLEGE OF ARTS AND SCIENCE

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(2009-2012)

CERTIFICATE OF SUPERVISOR (GUIDE)

Certified that the work incorporated in this Project Report on Performance Appraisal submitted by, Sreenath Bhat R , is his original work and completed under my supervision. Material obtained from other sources has been duly acknowledged in the Project Report.

Date:

Signature of Guide:

Place

Cochin, Kerala

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DECLARATION BY THE LEARNER

This is to declare that I have carried out this project work myself in part fulfilment of the BBA of MG University. The work is original, has not been copied from anywhere else and has not been submitted to any other University/Institute for an award of any degree/diploma.

Date:

Signature:

Place: Cochin, Kerala

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Name: Sreenath Bhat R

ACKNOWLEDGEMENT
Preparing a project of this nature is an arduous task and I was fortunate enough to get support from a large number of people to whom I shall always remain grateful. I would like to express my gratitude to the Fertilisers And Chemicals Travancore [FACT]LTD. for allowing me to undertake this project. I would like to take this opportunity to thank Mr.Indhulal for providing me with an opportunity to work for the Fertilisers And Chemicals Travancore [FACT] LTD. I am also desirous of mentioning my profound indebtedness to Miss Tanu Faculty member KMM COLLEGE OF ARTS AND SCIENCE for the valuable advice, guidance, precious time and support she offered. I would be failing in my duty if I do not acknowledge my gratitude to Dr .P. N Thomas Director who motivated me a lot in carrying out this project. Last but not the least , I would also like to thank all the respondents forgiving me their precious time, relevant

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information and advice without which I would not be able to complete this project.

CONTENTS
Sl No CHAPTERS 1 Common Introduction 1. Statement of the problem 2. Scope 3. Objectives 4. Limitations Literature Review Industrial Profile Company Profile Page No

2 3

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4 5 6

Research Methodology Data Analysis And Interpretation Findings and conclusions

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PERFORMANCE APPRAISAL INTRODUCTION

Introduction to Performance Appraisal

Once the employee has been selected, trained and motivated, he is then appraised for his performance. Performance Appraisal is the step where the Management finds out how effective it has been at hiring and placing employees. If any problems are

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identified, steps are taken to communicate with the employee and remedy them.

Performance Appraisal is a process of evaluating an employees performance in terms of its requirements.

Performance Appraisal can also be defined as the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed, for purposes of administration including placement, selection for promotions, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally.

Statement Of The Problem

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The research intends to study the different approaches of appraisals adopted by FACT LTD. and employee attitude, employee Satisfaction and industrial morale. It also analyses the most commonly occurring errors within performance appraisal methods and to understand the level of effectiveness of 360 appraisal in the industry.

Scope Of The Study

The Topic chosen Performance appraisal was aimed for the betterment of the organization in terms of quality as well as quantity. The scope of the study under mentioned points depicts the same. To increase the productivity by increasing the level of performance.

The programme would help the organization in it future personal need.

meeting

3. The programme will help the employee in their personal group by improving their knowledge as well as skill.

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Objectives of the study

The following are the objectives of the study

To develop my understanding of the subject.

Performance Appraisal System implemented in various Organizations varies according to the need and suitability. Through my research, I have tried to study the kind of Appraisal used in the Organization and the various pros and cons of this type of system To conduct a study on social behaviour. Social behaviour is a very unpredictable aspect of human life but social research is an attempt to acquire knowledge and to use the same for social development. To enhance the welfare of employees. The Appraisal system is conceived by the Management but mostly does not take into consideration the opinion of the employees. This can lead to adverse problems in the Organization. Therefore by this study I have attempted to put forth the opinion of the employee with respect to the acceptability of the Performance Appraisal System.

To exercise social control and predict changes in behaviour. The ultimate object of my research is to make it possible to predict the behaviour of individuals by studying the factors that govern and guide them.

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Limitations
The following are the limitations faced by me during the course of the study The sample consisted only of employees in the day shift. Employees of the night shift were not considered for the purpose of study. There is no concrete basis to prove the response given is a true measure of the opinion of all the employees as a whole. Convenient sampling was used as the mode of conducting the research. The questionnaire contained mostly multiple-choice questions; therefore many respondents may not have given a proper thought before answering the questions. The response of the respondents may not be accurate thinking that the management might misuse the data. Sensitive company information cannot be displayed in the project report. Most respondents might be influenced by their peers in answering the questions.

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LITERATURE REVIEW

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PERFORMANCE APPRAISAL LITERATURE REVIEW

The amount of research regarding the topic Performance Appraisal is so vast. The topic is literally not new; it is as old as the formation of the organizations. Before the early 1980s, majority of theoretical studies emphasized on revamping the rating system within the organization. The actions were a great thing to reduce the chaotic of employees performance appraisal (Feldman, 1981). With the passage of the time the methods and rating system among the employees got enhanced and received an immense appreciation and attentions of the managers. Behavioral Observation Scale (BOS) is one of the best techniques utilized by the managers to rate the employees. The dilemma was on the peak in the 1960s and 1970s. In the same period couple of new innovated rating scales were introduced, which was Behaviorally Anchored Rating Scale (BARS) and the Mixed Standard Scale (MSS). The innovations were dominant one which condensed the errors and improved the observation skills from the performance appraisal practice. According to the research of Arvey and Murphy (1998), there were hundreds of thousands of researches had been taken place between the periods of 1950 to 1980, which merely focused on the different types of rating scales. Landy and Farr (1980) reviewed and researched

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the methods of performance appraisal in totally a different manner, in which they understand the rater and process in an organizational context. Other Performance appraisal reports include the rater characteristics in their report like race, gender and likeability. After the year 1980 the biasness among the performance appraisal system occurred outrageously and appraisal had been granted on the favoritism or race and gender basis rather examined the knowledge, skills and style of the work of the employee. The accuracy criteria among the performance appraisal system clutched its grip in the start of the 1980s, where the researches were emphasized on common psychometric biases which include the diversified rating errors like leniency, central tendency and halo, which were termed as rating errors in the appraisal method. It has been observed that the bias free appraisals were inevitably true or more precisely we can say more accurate, but the concept was totally refused by the research of Hulin in 1982. According to them the biasfree appraisals were not necessarily accurate (Murphy & Balzer,1989). Researches which had been done in the year 1980 were found the most dominating one which contributed the appraisal system in a great deal. The researches of the1980 also helped out to clarify some presumed assumptions regarding the performance appraisal, just like the work of Murphy (1982). Research has included the measure of employee attitudes towards the system of performance appraisal and its acceptance (Roberts, 1990). Bernardian and Beatty (1984), suggested in their research that behavioral and attitudinal kinds of measure ultimately prove to be better anticipator as compared with the traditional psychometric variables, which we have declared earlier as well, like leniency, halo and discriminability. A Performance Appraisal system is totally ineffective in practice due to the dearth of approval from the end users (Roberts, 1990). According to a

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number of researchers, the enhanced and upgraded performance appraisal procedure and method will enhance the satisfaction level of the employees and definitely will improve the process of goal setting within the organization.

Performance appraisals are one of the most important requirements for successful business and human resource policy (Kressler, 2003). Rewarding and promoting effective perform organizations, as well as identifying ineffective performers for developmental programs or other personnel actions, are essential to effective to human resource management (Pulakos, 2003). The ability to conduct performance appraisals relies on the ability to assess an employees performance in a fair and accurate manner. Evaluating employee performance is a difficult task. Once the supervisor understands the nature of the job and the sources of information, the information needs to be collected in a systematic way, provided as feedback, and integrated into the organizations performance management process for use in making compensation, job placement, and training decisions and assignments (London, 2003). After a review of literature, a performance appraisal model will be described in detail. The model discussed is an example of a performance appraisal system that can be implemented in a large institution of higher education, within the Student Affairs division. The model can be applied to top level, middle-level and lower level employees. Evaluation instruments (forms) are provided to assist you with implementation the appraisal system. II. Introduction

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Performance evaluations have been conducted since the times of Aristotle (Landy,Zedeck, Cleveland, 1983). The earliest formal employee performance evaluation program is thought to have originated in the United States military establishment shortly after the birth of the republic (Lopez, 1968). The measurement of an employees performance allows for rational administrative decisions at the individual employee level. It also provides for the raw data for the evaluation of the effectiveness of such personnel- system components and processes as recruiting policies, training programs, selection rules, promotional strategies, and reward allocations (Landy,Zedeck, Cleveland, 1983). In addition, it provides the foundation for behaviorally based employee counseling. In the counseling setting, performance information provides the vehicle for increasing satisfaction, commitment, and motivation of the employee. Performance measurement allows the organization to tell the employee something about their rates of growth,their competencies, and their potentials. There is little disagreement that if well done, performance measurements and feedback can play a valuable role in effecting the grand compromise between the needs of the individual and the needs of the organization (Landy,Zedeck, Cleveland, 1983). III. Purpose Performance appraisals should focus on three objectives: performance, not personalities; valid, concrete, relevant issues, rather than subjective emotions and feelings; reaching agreement on what the employee is going to improve in his performance and what you are going to do (McKirchy, 1998). Both the supervisor and employee should recognize that a strong relationship exists between training and performance evaluation (Barr, 1993). Each employee should be allowed to participate in periodic sessions to review performance and clarify expectations. Both

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the supervisor and the employee should recognize these sessions as constructive occasions for two-way communication. Sessions should be scheduled ahead of time in a comfortable setting and should include opportunities for self-assessment as well as supervisor feedback. These sessions will be particularly important for new employees who will benefit from early identification of performance problems. Once these observations have been shared, the supervisor and employee should develop a mutual understanding about areas for improvement, problems that need to be corrected, and additional responsibilities that might be undertaken. When the goals are identified, a plan for their achievement should be developed. The plan may call for resources or support from other staff members in order to meet desired outcomes. In some cases, the plan might involve additional training. The supervisor should keep in contact with the employee to assure the training experiences are producing desired impact (Barr, 1993). A portion of the process should be devoted to an examination of potential opportunities to pursue advancement of acceptance of more complex responsibilities. The employee development goals should be recognized as legitimate, and plans should be made to reach the goals through developmental experiences or education (Barr, 1993). Encouraging development is not only a supervisor's professional responsibility, but it also motivates an employee to pursue additional commitments. In addition, the pursuit of these objectives will also improve the prospect that current employees will be qualified as candidates when positions become available. This approach not only motivates current performance but also assists the recruitment of current employees as qualified candidates for future positions (Barr, 1993). How to arrive? Reasons why need to be done Benefits of productive performance appraisals. - Employee learns of his or her own strengths in addition to weaknesses. - New goals and

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objectives are agreed upon. -Employee is an active participant in the evaluation process. - The relationship between supervisor and employees is taken to an adult-to-adult level. Work teams may be restructured for maximum efficiency. Employee renews his or her interest in being a part of the organization now and in the future. - Training needs are identified. - Time is devoted to discussing quality of work without regard to money issues. - Supervisor becomes more comfortable in reviewing the performance of employees. Employees feel that they are taken seriously as individuals and that the supervisor is truly concerned about their needs and goals. (Randi, Toler, Sachs, 1992). IV. Pitfalls to Avoid When conducting performance appraisals on any level, it is important to keep in mind the common pitfalls to avoid.

These pitfalls may include but are not limited to:

1. Bias/Prejudice. Race, religion, education, family background, age, and/or sex.
2.

Trait assessment. Too much attention to characteristics that have nothing to do with the job and are difficult to measure. Over-emphasis on favorable or unfavorable performance of one or two tasks which could lead to an unbalanced evaluation of the overall contribution.

3.

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4. Relying on impressions rather than facts. 5. Holding the employee responsible for the impact of factors beyond his/her control.
6.

Failure to provide each employee with an opportunity for advance preparation (Maddux,1993).

V. Legal Implications Any performance appraisal system used to make employment decisions about a member of a protected class (i.e. Based on age, race, religion, gender, or national origin) must be a valid system (an accurate measure of performance associated with job requirements). Otherwise, it can be challenged in the courts based on Title VII of the 1964 Civil Rights Act, the Civil Rights Act of 1991 and the Age Discrimination in Employment Act of 1975 (London, 2003).Uniform Guidelines on Employee Selection 1978 is the controlling federal law in the area of performance appraisals. The Equal Employment Opportunity Commission (EEOC) requires that any measurement used to differentiate between employees must be valid and fairly administered. The Americans with Disabilities Act (ADA) suggests that performance appraisals for people with disabilities for people with disabilities will not be conducted any differently than those for other employees. Another important aspect to consider is the employees right to privacy. Employees must have complete access to their personnel files, but others should have controlled access. The records should be accurate, relevant, and current.

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VI. Rewards Effective reward systems are often hard to establish when creating performance appraisals. The question of how specific the reward, when the reward should be given, and how to reward group efforts can be a tricky subject to master. Our advice on this is to keep it simple. It is important to have an established reward system. However, rewards can be as simple as more autonomy on the job, praise for progress, additional professional development funding, and vacation time.The important aspect to remember when establishing reward systems is to be consistent. If two employees are being evaluated in the same way, their reward opportunities should reflect their evaluation outcomes.

Importance and Purpose

Performance Appraisal has been considered as the most significant an indispensable tool for an organization, for an

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organization, for the information it provides is highly useful in making decisions regarding various personnel aspects such as promotion and merit increases. Performance measures also link information gathering and decision making processes which provide a basis for judging the effectiveness of personnel subdivisions such as recruiting, selection, training and compensation. Accurate information plays a vital role in the organization as a whole. They help in finding out the weaknesses in the primary areas. Formal Performance Appraisal plans are designed to meet three needs, one of the organization and the other two of the individual namely: They provide systematic judgments to back up salary increases, transfers, demotions or terminations.

They are the means of telling a subordinate how he is doing and suggesting needed changes in his behaviour, attitudes, skills or job knowledge. They let him know where he stands with the Boss. Superior uses them as a base for coaching and counselling the individual.

On the basis of merit rating or appraisal procedures, the main objectives of Employee Appraisal are :

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To enable an organization to maintain an inventory of the number and quality of all managers and to identify and meet their training needs and aspirations. To determine increment rewards and to provide reliable index for promotions and transfers to positions of greater responsibility. To suggest ways of improving the employee s performance when he is not found to be up to the mark during the review period To identify training and development needs and to evaluate effectiveness of training and development programmes.

To plan career development, human resource planning based potentials.

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PERFORMANCE APPRAISAL STRUCTURE IN THE ORGANIZATION

Summary of the Performance Analysis System

Setting performance standards, observing and providing feedback, and conducting appraisals enables the Team Leader to achieve the best results through managing employee performance. To begin the process, the Team Leader and the employee collaborates on the development of performance standards. The Team Leader then develops a performance plan that directs the employee's efforts toward achieving specific results, to support organizational growth as well as the employee's professional growth. Discussion of goals and objectives throughout the year provides a framework to ensure that employees achieve results through One on One and mutual feedback. At the end of the rating period, the Team Leader appraises the employee's performance against existing standards, and establishes new goals together for the next rating period. As the immediate supervisor, the Team Leader plays an important role; his closest interaction with the employee occurs at this level.

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There are four key elements in the appraisal system:

1.Set objectives - Decide what the Team Leader wants from the employees and agree these objectives with them. 2. Manage performance - Give employees the tools, resources and training they need to perform well. 3. Carry out the appraisal - monitor and assess the employees' performance, discuss those assessments with them and agree on future objectives. 4. Provide rewards/remedies - Consider pay awards and/or promotion based on the appraisal and decide how to tackle poor performance.

Performance Standards
How does the Team Leader decide what's acceptable and what's unacceptable performance? The answer to this question is the first step in establishing written standards. Performance expectations are the basis for appraising employee performance. Written performance standards let the Team Leader to compare the employee's performance with mutually understood expectations and minimize ambiguity in providing feedback. Having performance standards is not a new concept; standards exist whether or not they are discussed or put in writing. When the Team Leader observes an employee's performance, he usually makes a judgment about whether that performance is acceptable.

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Standards identify a baseline for measuring performance. From performance standards, the Team Leader can provide specific feedback describing the gap between expected and actual performance.

Guiding Principles
Effective performance standards:
Serve as an objective basis for communicating about performance. Enables the employee to differentiate between acceptable and unacceptable results. Increase job satisfaction because employees know when tasks are performed well. Inform new employees of your expectations about job performance.

Key Responsibility Areas (KRA)

The Team Leaders in association with the Project Manager write performance standards for each key area of responsibility on the employee's job description. The employee actively participates in its development. Standards are usually established when an assignment is made, and they are reviewed if the employee's job description is updated. The discussions of standards include the criteria for achieving satisfactory performance and the proof of performance (methods the Team Leader will use to gather information about work performance).

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Characteristics of Performance Standards

Standards describe the conditions that must exist before the performance can be rated satisfactory. A performance standard should:

Be realistic, in other words, attainable by any qualified, competent, and fully trained person who has the authority and resources to achieve the desired result. Describe the conditions that exist when performance meets expectations. Be expressed in terms of quantity, quality, time, cost, effect, manner of performance, or method of doing. Be measurable, with specified method(s) of gathering performance data and measuring performance against standard.

Expressing Standards

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The terms for expressing performance standards are outlined below:

Quantity: Specifies how much work must be completed within a certain period of time. Quality: Describes how well the work must be accomplished. Specifies accuracy, precision, appearance, or effectiveness. Timeliness: Answers the questions, by when? , How soon? , Or within what period? Effective Use of Resources: Used when performance can be assessed in terms of utilization of resources: money saved, waste reduced. Effects of Effort: Addresses the ultimate effect to be obtained; expands statements of effectiveness by using phrases such as: so that, in order to, or as shown by. Manner of Performance: Describes conditions in which an individual's personal behaviour has an effect on performance, e.g., assists other employees in the work unit in accomplishing assignments. Method of Performing Assignments: Describes requirements; used when only the officially prescribed policy, procedure, or rule for accomplishing the work is acceptable.

Performance Measurements
Since one of the characteristics of a performance standard is that it can be measured, the Team Leader identifies how and where evidence about the employee's performance will be gathered.

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Specifying the performance measurements when the responsibility is assigned will help the employee keep track of his progress, as well as helping the Team Leader in the future performance discussions. There are many effective ways to monitor and verify performance, the most common of which are: Direct observation Specific work results (tangible evidence that can be reviewed without the employee being present) Reports and records, such as attendance, safety, inventory, financial records, etc. Commendations or constructive or critical comments received about the employee's work

Observation and Feedback (One on One)

Once performance objectives and standards are established, the Team Leader observes the employees' performance and provides feedback. The Team Leader has a responsibility to recognize and reinforce strong performance by an employee, and identify and encourage improvement where it is needed. The Team Leader provides informal feedback almost every day. By observing and providing detailed feedback, the Team Leader plays a critical role in the employee's continued success and motivation to meet performance expectations.

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One On One Sessions

One on One is a method of strengthening communication between the Team Leader and the employee. It helps to shape performance and increase the likelihood that the employee's results will meet expectations. One on One sessions provide the Team Leader and the employee the opportunity to discuss her progress toward meeting mutually established standards and goals. A One on One session focuses on one or two aspects of performance, rather than the total review that takes place in a performance evaluation.

Guiding Principles
Effective One on One can Strengthen communication between the Team Leader and the employee Help the employee attain performance objectives Increase employee motivation and commitment Maintain and increase the employee's self-esteem Provide support

Key Elements of One on One

To make One on One sessions effective, the Team Leader keeps the following key elements of One on One in mind while conducting such a session:

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Observe the employee's work and solicit feedback from others. When performance is successful, take the time to understand why. Advise the employee ahead of time on issues to be discussed. Discuss alternative solutions. Agree on action to be taken. Schedule follow-up meeting(s) to measure results. Recognize successes and improvements. Document key elements of One on One session

Questions to Consider during One on One

To provide effective feedback the Team Leader must understand the elements of Performance and analyze marginal performance. These questions are kept in mind: How is the employee expected to perform? Does the employee understand these expectations? If not, why not? Does the employee know what successful results look like? How does the Team Leader know? Does the employee know the performance is marginal? How does the Team Leader know?

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Are there obstacles beyond the employee's control? Can the Team Leader remove them? Has the employee ever performed this task satisfactorily? Is the employee willing and able to learn? Does satisfactory performance result in excessive work being assigned? Does unsatisfactory performance result in positive consequences such as an undesirable task being reassigned?

During the One on One Session

When the Team Leader conducts a One on One session to provide positive feedback to the employee, he keeps the following points in mind: Describe the positive performance result or work habit using specific details. Ask the employee's opinion of the same product or behaviour. Ask the employee to identify elements that contributed to success (adequate time or resources, support from

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management or other employees, the employee's talent and interest in the project). Discuss ways in which the Team Leader and the employee can support continue the positive results. Reinforce for the employee the value of the work and how it fits in with the goals of the work unit or department. Show your appreciation of the positive results and your confidence that the employee will continue to perform satisfactorily. If appropriate, document your discussion for the employee's file.

When the Team Leader conducts a One on One session to improve performance, he uses the following format:
Describe the issue or problem, referring to specific behaviours. Involve the employee in the problem-solving process. Discuss causes of the problem. Identify and write down possible solutions.

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Decide on specific actions to be taken by each of the Team Leader. Agree on a follow-up date. Document key elements of the session.

Follow-Up Discussion
During a follow-up discussion, the following steps are followed:
Review the previous discussion(s). Discuss insufficient improvement and ask for reasons why. Indicate consequence of continued lack of improvement. Agree on action to be taken and set a follow-up date, if appropriate. Convey confidence in the employee.

Document the discussion.

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COMPANY PROFILE

The Fertilisers and Chemicals Travancore LTD.

FACT is a fertiliser and chemical manufacturing company in Kochi, Kerala, India. It is one of the largest chemical

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manufacturing facilities in Kerala and is also 14001 certified.The company has 3 production units - Udyogamandal Division (UD), Cochin Division (CD) and Petrochemical Division (PD).The Caprolactam plant was commissioned in 1990. Main products of the company are Factomfos, Ultraphos, Ammonium Sulphate, Ammonium Phosphate, Caprolactum , Sulphuric Acid ,Ammonia and other complex fertilizers. Gypsum, Nitric acid and Soda ash are major byproducts. The factory commenced production of ammonium sulphate in 1947 at the dawn of Indian independence using wood as the raw material for production of ammonia. With the efflux of time,wood gasification became uneconomic and was replaced with naphtha reforming process.Through a series of expansion programmes,FACT soon became the producer of the widest range of fertilizers suited for all crops and all soil types in India.It became a Kerala State public sector enterprise in 1960 and in 1962,it came under the Government of India. Diversification to full-fledged engineering services(FEW)in the fertilizer field and allied areas followed. FACT soon turned out to be a name synonymous with fertilizers.The next major step forward was the diversification of petrochemicals,an important milestone in the growth of the company. From a single product fertilizer plant,the company has evolved into a multi product,multi divisional conglomerate today.

HISTORY AND

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BACKGROUND OF FACT
1943 The company was incorporated at Travancore. The company is a public sector undertaking by the Govt. of India. The main objects of the company is to manufacture fertilisers & chemicals. The products manufactured are ammonium sulphate, ammonium phosphate, super phosphate, ultrafos, NPX mixtures and anhydrouse ammonia, sulphuric acid, ammonium chloride, and sulphurdioxide. 1963 The company started its R&D centre to take imported activities. The Govt. approved the setting up of a new fertiliser factory at Cochin with capacity of 200,000 tonnes of ammonia. 1982 The company entered into an agreement with power gas corporation Ltd. U.K. for the exchange of technical knowhow developed by the company for the manufacture of ammonium sulphate from by-product gypsum obtained from the phosphoric acid plant.

1993 FACT (Cochin Division) won the FAI award for best environment protection of an operating complex fertiliser plant.

1994 FACT (Cochin Division) also won the Jawaharlal Nehru Memorial Award for Excellence in Indian Industries. The Petrochemical Division was awarded the Certificate of Appreciation by the Kerala State Pollution Control Board. 1995 The Consultancy Division of the Company has received international accreditation ISO 9001.

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1996 A 900 TPD Sulphuric Acid Plant is proposed to be set up at Ambalamedu to utilise the under-utilised capacity of the Phosphoric Acid Plant The Company won the Ever Rolling Trophy of the Cochin Town Official Language Implementation Committee for the 6th year in succession FACT was awarded the Indian Institution of Industrial Engineering award for performance excellence for the year 1997 The ammonia plant is set up with financial assistance from the Japanese Overseas Development Fund. Cochin Division was also awarded the National Safety Council's Award for Industrial Safety for safe handling of Ammonia and other raw materials at Willingdon Island. FACT proposal to set up two captive power plants has got a further boost with the Union government deciding to allow private sector to install power plant in the factory. 1998 The Company has entered into an MOU with the Union Government on its performance targets. 1999 The company had to set up a new ammonia plant following a High Court directive to decommission FACT's ammonia storage facility at Willingdon Island, Kochi.

2000 The Company has signed a tripartite agreement with CDSL and Cameo Corporate Ser. Ltd. 2001 Kerala's crisis-stricken public sector giant, Fertilisers and Chemicals Travancore Ltd (FACT) will have a new helmsman from within the organisation, TT Thomas, who was director (marketing) has been appointed acting chairman & managing director of the multi-division company headquartered at Udyogamandal.

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2002 FACT has announced VRS for which 428 employees have opted for. FACT has informed BSE that Government of India, Ministry of Disinvestment has constituted an inter Ministerial Group for the purpose of disinvestment of 51% of stake of FACT .Shri P.R.Balasubramanian has assumed the charge for the post of Chairman and Managing Director of Fertilisers and Chemical Travancore Ltd. FACT Employees Association, affiliated to Bharatiya Kamghar Sena said that the curruption by the management has resulted in financial crisis of the FACT. Government has invited Expression of Interest for the disinvestment of Fertilizers and Chemicals Travancore Ltd. 2003 Fertilisers and Chemicals Travancore Ltd., has closed down two of its plants at Cochin division due tofuel shortage. And has also issued orders to shut down its plants at Kochi and Udyagamandal division Kochi Save Fact Action Committee has mooted a multi-stage co-operative society under MSCS Act 1984 To acquire Fertilisers and Chemicals Travancore Ltd. The employees have initiated a snap strike as they were beaten up by the police and CISF.IFFCO Managing Director, Mr Uday Shankar Awasthy visited FACT and has given positive response on the hopes of revival of the company. 2004 With the January 10 deadline approaching and response to the VRS offer very poor, the management of Fertilisers and Chemicals Travancore (FACT) is considering diluting the conditions and introducing leave encashment to attract more workers. Shri S Balan, Chairman & Managing Director, Rashtriya Chemicals & Fertilisers Ltd has assumed additional charge of the post of Chairman and Managing Director of the company. Fertilisers and

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Chemicals Travancore Ltd (FACT) at nearby Udyogamandal has set up a grievance cell with a view to provide more services to the farming community Fertilisers and Chemicals Travancore Ltd (FACT) has signed a `heads of agreement' with Gail (India) Ltd for supply of LNG from the proposed terminal at Kochi for FACT's fertiliser and petrochemical units. 2006 FACT to join hands with Syrian firm.

2008 FACT signs MOU to make gypsum-based building materials2009

Fertilizers & Chemicals Travancore Ltd has informed that Shri A. Asokan, Director (Marketing) has taken over the additional charge of the post of Chairman and Managing Director (MD) of the Company with effect from December 01

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INDUSTRIAL PROFILE

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UDYOGAMANDAL DIVISION
FACT commenced operation at Udyogamandal with the commissioning of a 50,000 tonnes per annum Ammonium Sulphate Plant in 1947. In the decades that followed multi stage expansion programs were undertaken bringing in the latest technologies of the day which were quickly mastered and successfully implemented. Today the division is a mostly mix of 35 year old small capacity plants and 2 year old state of the art technology plants. The latest addition to this unit is a 900 tonnes per day ammonia complex set up with an investment of RS 642 crores. FACT Udyogamandal division is 14001 certified.

COCHIN DIVISION
FACT Cochin Division has set up in the 1970's at Ambalamedu 30 km from Udyogamandal and adjacent to the Cochin Refineries. Phase-I of the division saw the setting up of an integrated Ammonia urea complex utilizing Indian Engineering skills. A large scale complex fertilizer plant of 485,000 TPA was

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set up as phase-II of Cochin Division and sulphuric acid and phosphoric acid plant of marketing capacity.

PETROCHEMICAL DIVISION
FACT diversified into petrochemicals in 1990 with the production of caprolactam. This versatile petrochemical is the raw material in the manufacture of nylone-6, which finds extensive application in textiles, tyre cord and engineering products. Thanks to its high quality the products have been acknowledge as among the best in the world. The division is located adjacent to the Udyogamandal division. Co-product ammonium sulphate is transferred for processing to the fertilizer plant of udyogamandal division. The Petrochemical Division is ISO 9002 and 14001 certified.
PETROCHEMICAL DIVISION INSTALLED YEAR OF PLANT CAPACITY FEEDSTOCK COMMISSIONING (TPA) CAPROLACTAM 50,000 BENZENE 1990 BY-PRODUCTS 1. NITRIC ACID 3,800 2. SODA ASH 4,750 1990 1990

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FACT Engineering & Design Organization (FEDO)

FACT Engineering & Design Organization (FEDO) was established in 1965 for utilizing the considerable indigenous plant building expertise accumulated by FACT in its process of nurturing the nascent chemical fertilizer industry. FEDO is today one of India's premier project engineering organization, catering to a wide spectrum of industries like petrochemicals, refining, pharmaceuticals, hydrometallurgy etc as well as petroleum storage, environmental engineering, offsite facilities etc. The division undertakes project execution on consultancy and turnkey basis, handling the intricacies of the technology sourcing, design and engineering, hardware procurement and construction with practiced ease.

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ISO 9001 CERTIFICATION

In December 2009, FEDO become the first engineering consultancy firm in India to be awarded ISO 9001 (1994 revisions) certification for the impressive quality standards of our systems relating to the various aspects of engineering and execution of projects. The certification comes from Det Norske Vaeritas Quality Assurance Ltd., reputed quality auditing firm from the United Kingdom. In May 1998, DNV Quality Assurance Ltd of the Netherlands extended the certification after a re-certification audit and at present FEDO holds ISO 9001-2008 certification.

FACT ENGINEERING WORKS (FEW)

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Established in 1966, FACT Engineering Works was originally conceived as a unit fabricate and erect equipment for fertilizer plants. Over the years, it developed capabilities in the manufacture of Class I Pressure Vessels, Heat Exchangers, Columns, Towers etc. required for the fertilizer, petrochemical and petroleum industries. FEW received ISO 9002 Certification in 1998.

RESEARCH & DEVELOPMENT

FACT's well equipped R & D section has advanced facilities with pilot plants, modern equipment and accessories. The division is backed by a team of highly motivated research scientists. Various processes have been developed and patented by FACT R & D division of which several have been commercialized successfully. A 150 TPA Bio Fertilizer Plant is set up at our R&D centre.

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MARKETING
FACT has been a pacesetter in fertilizer marketing. The marketing network of FACT is spread over the southern states of Kerala, Tamilnadu, Pondichery, Karnataka and Andhra Pradesh. The distribution netwrok consists of 100 Agro Service Centres, 50 field storage points and over 7900 retail selling points in these states, and serves the farmers by supply of fertilizers and agronomy advice. Through innovative farmer education and fertilizer promotion programmes, FACT has created awareness about scientific cultivation and fertilizer use.
MARKETING OPERATIONS AREA OFFICES TRIVANDRUM REGIONAL OFFICES KERALA ALLEPPEY, PALAKKAD, KOTTAYAM, KANNUR KARNATAKA BANGALORE, MANGALORE, HOSPET, BELGAUM

BANGALORE

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CHENNAI

TAMILNADU VELLORE, TRICHY, COIMBATORE, MADURAI ANDHRA PRADESH HYDERABAD, VIJAYAWADA, KAKINADA, NELLORE

HYDERABAD

MARKETING OPERATIONS AGRO SERVICE CENTRES SWC / CWC POINTS SOIL TESTING LABORATORIES AREA & REGIONAL OFFICES FIELD SALES OFFICES DEALER POINTS

100 43 3 20 100 7759

COMPUTER SERVICE CENTER

FACT computerized its activities since 1965 to meet the growing need for management information, engineering and commercial applications. The centre is equipped with servers in all its divisions connected by FACT NET and Intranet network. Today, CSC is equipped with Divisional database servers (SUN Enterprise 250) at each of the 3 production divisions and around 700 PC nodes. The computing nodes are connected via WAN (Wide Area Network) at inter divisional level through 64 Kbps/ 2Mbps BSNL leased lines / fibre optic link and Ethernet LAN (Local Area Network) at department level. The On-line Integrated Information System (OIIS) that links all the functional areas of the enterprise had been jointly developed and implemented by M/s Tata Consultancy Services and CSC. The integrated system, which runs on Oracle-8i database platform optimises business processes of the enterprise and

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provides information for decision-making. Major software systems in the organisation are developed and maintained in-house by the skilled workforce at CSC. These include Production MIS, Payroll system, Financial accounting system, Materials & maintenance system, Human resources management system, Process optimisation system, Attendance recording system, Computer aided design & estimation system and Project management system among others. CSC has an important role to play in keeping the management abreast of the fast paced technological changes in the field of Information Technology and recommending timely enhancements of the IT resources in the enterprise. CSC is gearing up to project FACT into the promising area of e-commerce as soon as the technology catches on in a big way in the Indian business sector.

SAFETY DEPARTMENT
FACT has a well established Safety department to look after the needs of respective divisions. It is a firm policy adopted by the company that no operation is so important and no job is so urgent that one cannot find time to take care of the safety measures. Further it aims to provide healthy and hygienic working conditions to employees.

FUNCTIONS OF SAFETY DEPARTMENT

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Functions of safety department is not limited to reporting accidents and arranging compensation, it also involves making a detailed investigation regarding the cause of the accident, communicates suggestions to the authority and take necessary steps to improve the conditions and take measures to prevent further occurrence of such accidents. Prevention at source by correction of unsafe acts, unsafe situations or both. Maintaining of modern safety equipments and a well maintained team of safety officers.

Sticking to the factories act and regulations laid down by the government and following them accurately so that a safe and healthy working environment is maintained.

FACT PRODUCTS

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FERTILIZERS PETROCHEMICALS CHEMICALS

AMMONIUM SULPHATE, COMPLEX FERTILISERS CAPROLACTAM AMMONIA, SULPHURIC ACID, SODA ASH, NITRIC ACID

FINISHED PRODUCTS
Ammonium Sulphate - Udyogamandal Division Ammonium Phosphate / Complex fertilisers / Factamfos Udyogamandal Division & Cochin Division Caprolactam - Petrochemical Division Biofertilisers - Research & Development Division

EXPORTED PRODUCTS
Caprolactam - Petrochemical Division Ammonium Sulphate - Udyogamandal Division

BYPRODUCTS
Nitric Acid & Soda Ash - Petrochemical Division Gypsum - Udyogamandal Division & Cochin Division Carbon Dioxide Gas - Udyogamandal

INTERMEDIARY PRODUCTS

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Ammonia - Udyogamandal & Cochin Division Synthesis Gas - Udyogamandal Division Sulphuric Acid - Udyogamandal & Cochin Division Oleum - Udyogamandal Division SO2 Gas - Udyogamandal Division Phosphoric Acid - Udyogamandal & Cochin Division

PRODUCTMIX Straight Fertilisers

Ammonium Sulphate - Containing 20.6% N in ammonical form and 24% sulphur, an important secondary nutrient. Ultraphos - FACT markets imported Rock Phosphate containing 32% P2O5 under brand name "Ultraphos". This high analysis fertiliser is found suitable for application especially in Coconut/ Rubber/ Oil Plam/ Tea Plantation. Factamfos 20:20:0:15 - NPK complex fertiliser - Factamfos or Ammonium Phosphate contains 20% N in ammonical form, 20% P in water soluble form and 15% sulphur; a secondary plant nutrient, which is now attaining great importance in agriculture. Factamfos also can be used for foliar spraying. NPK Mixtures - FACT prepares crop specific standard mixtures for all crops in Kerala and also special NPK mixtures for plantation crops like Tea, Coffee, Cardamom, Rubber etc. Rose Mixture - A fertiliser tonic for Roses. Vegetable Mixture - A special blend exclusively prepared for vegetable.

Complex Fertilisers

NPK Mixtures

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Garden Mixture - A special nutrient combination for both flowering and foliage ornamental plants. Imported/ Traded products - FACT has entered into direct import of MOP and Ammonium Sulphate and also trading of Imported Urea. Bio fertiliser - FACT produces and markets 'N' fixing Bio fertilisers - Rhizobium, Azospirillium and 'P' solubilising bio fertiliser - Phosphobactor.

CHEMICALS

Anhydrous Ammonia - FACT produces Ammonia of over 99.96% purity. Sulphuric Acid - FACT has one of the largest plants in Asia and we manufacture Sulphuric acid of 98% purity. Caprolactam - It is the raw material for Nylon-6. The product quality of FACT caprolactam is among the best available in the world. Nitric Acid and Soda Ash - Small qualities of these are obtained from caprolactam plant as byproduct.

Nitric acid (55%)

Capacity : 3800 TPA Concentration (by weight) : 55% (min.) Ammonium Nitrate (by weight) : 1% (max.) Specific gravity at 20 Deg.C : 1.339 Delivery : Ex-factory - tanker load

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Soda ash (off grade)

Capacity : 4750 TPA Total alkalinity (as Na2CO3) (by wt) : 95% (min.) Sulphate (as Na2SO4) (by weight) : 1.5 to 3% Bulk density (g/L) : 1.35 to 1.50 Delivery : Ex-factory - bulk The total sales of fertilisers during 2004-05 was 7.84 Lakh MTs and 9.83 Lakh MTs in 2005-06 with a sales turnover of Rs. 1394 crores. Realizing the importance of bringing the essential agricultural inputs and facilities for advisory service under single roof, FACT has converted its major selling points into Agro Service Centres rendering service to farmers. These centres advise the farmers on modern farm management techniques, credit availability, marketing prospects etc. It also prepares detailed farm plants for each farmer. FACT is the pioneer in fertiliser education and sales promotion programs. These consist of fertiliser festivals, study classes, seminars, Krishi Vigyan Kendras (KVKS), crop campaigns, crop demonstrations etc., with an ideal blend of information and entertainment to drive home the message of balanced fertiliser use for increasing crop production. Our creative and novel education programs like village adoption gained national recognition.

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RESEARCH STUDY

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Aim of the Research

To ascertain the effectiveness of Performance Appraisal methodology used by the Organization.

Research Design
A research design is a type of blueprint prepared on various types of blueprints available for the collection, measurement and analysis of data. A research design calls for developing the most efficient plan of gathering the needed information. The design of are search study is based on the purpose of the study. A research design is the specification of methods and procedures for acquiring the information needed. It is the overall pattern or framework of the project that stipulates what information is to be collected from which source and by what procedures.

Sampling
An integral component of a research design is the sampling plan. Specifically, it addresses three questions Whom to survey (The Sample Unit) How many to Survey (The Sample Size) &

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How to select them (The Sampling Procedure) Making a census study of the whole universe will be impossible on the account of limitations of time. Hence sampling becomes inevitable. A sample is only a portion of the total employee strength. According to Yule, a famous statistician, the object of sampling is to get maximum information about the parent population with minimum effort.

Methods of Sampling

Probability Sampling is also known as random sampling or chance sampling .Under this sampling design every individual in the organization has an equal chance, or probability, of being chosen as a sample. This implies that the section of sample items is independent of he persons making the study that is, the sampling operation is controlled objectively so that the items will be chosen strictly at random. Non Probability Sampling is also known as deliberate sampling , purposeful and judgmental sampling. NonProbability Sampling is that which does not provide every individual in the Organization with a known chance of being included in the sample.

Data collection method

Collection of data is the first step in statistics. The data collection process follows the formulation for research design including the sample plan. The data can be secondary or primary.

Collection of Primary Data : during the course of the study or research can be through observations or through

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direct communication with respondents on one form or another or through personal interviews. I have collected primary data by the means of a Questionnaire. The Questionnaire was formulated keeping in mind the objectives of the research study.

Secondary data means data that is already available i.e., they refer to data, which has already been collected and analyzed by someone else. When a secondary data is used, the researcher has to look into various sources from where he can obtain data. This includes information from various books, periodicals, magazines etc.

Research Methodology Adopted

Research Design Research Instrument : : Descriptive research Structured Questionnaire

Sampling Plan
i) Sample Method : : Non-Probability Sampling (Convenience Sampling) 50

ii) Sample Size iii) Sample Unit

: Employees who do not hold a supervisory position

Sampling Design
Convenience Sampling, as the name implies, is based on the convenience of the researcher who is to select a sample. Respondents in the sample are included in it merely on account of their being available on the spot where the survey was in progress

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Source of Data
a)Primary Data b) Secondary Data : : Structured Questionnaire Journals, Booklets, Company Data, etc.

DATA ANALYSIS

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1.

MALE /FEMALE RATIO WITH IN THE SELECTED RATIO.

No of respondents 35 15 % 70 30

Category Male Female

Interpretation:

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From the above table it shows that 70% of the employees in the organization is Male.

2.

. Age distribution of employees.

Age groups 20 - 30 30 - 40 40 - 50 50 - 60 Total No.of.Respondents 8 5 23 14 50 percentage 16 10 46 28 100

Sl.No 1 2 3 4

Interpretation: From the above figure it shows 46% of employees in the organisation are in the age group of 40 50.
3.

EDUCATIONAL QUALIFICATION OF EMPLOYEE.

No of respondents 6 8 10 % 12 16 20

Qualifications SSLC HSC DIPLOMA

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UG PG

16 10

32 20

Interpretation:
From the above table it shows that 32% of the employees in the organization is UG.

4.

YEAR OF SERVICE
NO OF RESPONDENTS 6 7 8 29 % 12 14 16 58

YEAR OF SERVICE UP TO2YEARS 2 - 6 YEARS 6 - 10 YEARS ABOVE 10 YEARS

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Interpretation:
From the above table it shows that 58% of the employees in the organization is with experience more than 10 years.

5. DEPARTMENT OF EMPLOYEES
DEPARTMENTS PRODUCTION HR ACCOUNTS OTHERS NO OF EMPLOYEES 17 7 7 19

%
34 14 14 38

Interpretation:

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From the above table it shows that 38% of the employees in the organization are working in other departments.

6. What do you think is your key role towards the success of the company?

Interpretation:
From the above table it shows that 48% of the employees in the organization are working really hard and ensure that everything is at proper place.

7. How many training programs did you attended in the last year?

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Interpretation:
From the above table it shows that 58% of the employees in the organization have attended training programs arranged in particular circle of work. How much percentage do you think you contributed towards the success of the company and your particular team?
NO OF EMPLOYEES 37 13 % 74 26

8.

CONTRIBUTION OF EMPLOYEES a. I think my contribution was huge. b. I think I did not contribute at all.

Interpretation:
From the above table it shows that 74% of the employees in the organization think that their contribution was huge. 9. How do you rate your overall performance in last one year?
PERFORMANCE OF EMPLOYEES GOOD NO OF EMPLOYEES 28 % 56

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FAIR POOR

17 5

34 10

Interpretation
From the above table it shows that 56% of the employees in the organization rate their overall performance in last one year.

10.performance appraisal system is needed in organization

YES [ ] [ ] NO [ ] OTHERS

Interpretation
From the above table it shows that 72% of the employees in the organization suggest that

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performance appraisal is needed in the organization.

11.

Satisfied with the existing performance appraisal system

YES [ ] NO [ ] OTHERS [ ]

Interpretation

From the above table it shows that 52% of the employees in the organization are satisfied with existing performance appraisal system.

12.

The performance of the organization is assessed by self, superior or consultant.

P a g e | 67 YES [] NO [ ] OTHERS [ ]

Interpretation
From the above table it shows that 57% of the employees in the organization agrees with the statement that performance of the organization is assessed by self, superior or consultant.
13.

The performance appraisal helps to win co-operation and team work

YES [ ] [ ] NO [ ] OTHERS

Interpretation
From the above table it shows that 50% of the employees in the organization agrees with the statement that performance appraisal helps to win co operation and teamwork.

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14.The performance appraisal is helpful in reducing grievances among the employees

YES [ ] NO [ ] OTHERS [ ]

Interpretation

From the above table it shows that 40% of the employees in the organization agrees with the statement that performance appraisal is helpful in reducing grievances among employees.

15.The performance appraisal is helpful for improving personnel skill

YES ] [ ] NO [ ] OTHERS [

Interpretation
From the above table it shows that 57% of the employees in the organization agrees with the statement that The performance appraisal is helpful for improving personnel skill.

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16.Training programmers are effective for individual and organizational development

YES [ ] [ ] NO [ ] OTHERS

Interpretation
From the above table it shows that 68% of the employees in the organization agrees with the statement that Training programmers are effective for individual and organizational development.

17.The performance ratings were done periodically

YES [ ] NO [ ] OTHERS [ ]

Interpretation

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From the above table it shows that 46% of the employees in the organization agrees with the statement that the performance ratings were done periodically

18.The performance appraisal system helps to identify the strength and weakness of the employee
YES [ ] NO [ ] OTHERS [ ]

Interpretation

From the above table it shows that 56% of the employees in the organization agrees with the statement that the performance appraisal system helps to identify the strength and weakness of the employee
.

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19.The performance rating is helpful for the management to provide employee counselling
YES [ ] NO [ ] OTHERS [ ]

Responses Yes No Others Total

No.of.respondents 21 18 11 50

percentage 42 36 22 100

Interpretation
From the above table it shows that 42% of the employees in the organization agrees with the statement that the performance rating is helpful for the management to provide employee counselling

20.promotion is purely based on performance appraisal

YES ] [ ] NO [ ] OTHERS [

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Interpretation
From the above table it shows that 56% of the employees in the organization agrees with the statement that the promotion is purely based on performance appraisal.

21.

Management fixes salary through the performance rating

[ ] NO [ ] OTHERS [ ]

YES

Interpretation
From the above table it shows that 66% of the employees in the organization agrees with the statement that the management fixes salary through the performance rating.

22.Does Performance rating helps to fix increment?

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YES [ ]

[ ]

NO

[ ]

OTHERS

Interpretation
From the above table it shows that 46% of the employees in the organization agrees with the statement that Performance rating helps to fix increment.

23.Transfer, demotion, suspension and dismissal is based on performance appraisal.

YES [ ] NO [ ] OTHERS [ ]

Interpretation
From the above table it shows that 58% of the employees in the organization agrees with the

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statement that the Transfer, demotion, suspension and dismissal is based on performance appraisal. 24.The desired target of the organisation is achieved through the performance appraisal
YES [ ] [ ] NO [ ] OTHERS

Interpretation
From the above table it shows that 52% of the employees in the organization agrees with the statement that performance of the organization is assessed by self, superior or consultant.

25.Does Performance appraisal increase employee motivation?

YES [ ] [ ] NO [ ] OTHERS

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Interpretation

From the above table it shows that 66% of the employees in the organization feel that Performance appraisal increase employee motivation.

26.

Appraisal system keeps on the major achievement and failure or success of work.
YES [ ] [ ] NO [ ] OTHERS

Interpretation
From the above table it shows that 40% of the employees in the organization agrees with the statement that Appraisal system keeps on the major achievement and failure or success of work

27.

Have a separate committee to review the performance appraisal result.

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YES

[ ]

NO

[ ]

OTHERS

[ ]

Interpretation
From the above table it shows that 44% of the employees in the organization feels that there exists a separate committee to review the performance appraisal result.

FINDINGS

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AND CONCLUSIONS

Findings and Conclusions

The following are the suggestions and conclusions derived from this particular research study:
46% of employees in the organisation are in the age group of 40 50. 32% of the employees in the organization is UG. 38% of the employees in the organization are working in other departments.

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48% of the employees in the organization are working really hard and ensure that everything is at proper place. 58% of the employees in the organization have attended training programs arranged in particular circle of work.

74% of the employees in the organization think that their contribution was huge.

56% of the employees in the organization rate their overall performance in last one year.
72% of the employees in the organization suggest that performance appraisal is needed in the organization. 52% of the employees in the organization are satisfied with existing performance appraisal system.

57% of the employees in the organization agrees with the statement that performance of the organization is assessed by self, superior or consultant 50% of the employees in the organization agrees with the statement that performance appraisal helps to win co operation and teamwork.

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40% of the employees in the organization agrees with the statement that performance appraisal is helpful in reducing grievances among employees. 57% of the employees in the organization agrees with the statement that The performance appraisal is helpful for improving personnel skill. 68% of the employees in the organization agrees with the statement that Training programmers are effective for individual and organizational development. 46% of the employees in the organization agrees with the statement that the performance ratings were done periodically. 56% of the employees in the organization agrees with the statement that the performance appraisal system helps to identify the strength and weakness of the employee. 42% of the employees in the organization agrees with the statement that the performance rating is helpful for the management to provide employee counselling. 56% of the employees in the organization agrees with the statement that the promotion is purely based on performance appraisal.

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66% of the employees in the organization agrees with the statement that the management fixes salary through the performance rating. 46% of the employees in the organization agrees with the statement that Performance rating helps to fix increment. 58% of the employees in the organization agrees with the statement that the Transfer, demotion, suspension and dismissal is based on performance appraisal. 52% of the employees in the organization agrees with the statement that performance of the organization is assessed by self, superior or consultant. 66% of the employees in the organization feel that Performance appraisal increase employee motivation. 40% of the employees in the organization agrees with the statement that Appraisal system keeps on the major achievement and failure or success of work.

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44% of the employees in the organization feels that there exists a separate committee to review the performance appraisal result.

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A STUDY ON PERFORMANCE APPRAISAL WITH SPECIAL REFERENCES TO THE FERTILISERS AND CHEMICALS TRAVANCORE LTD.[F A C T] QUESTIONNAIRE
Dear Sir/Madam, I am Sreenath Bhat R pursuing BBA in KMM COLLEGE OF ARTS AND SCIENCE, THRIKKAKARA. As a part of my project in HR on the topic PERFORMANCE APPRAISAL OF FACT LTD. I would like to gather some information from you which will help me in an in-depth study of the project. I would be obliged if you co-operate with me in filling up the questionnaire. Since the questionnaire is being used for academic purposes, the information gathered will be kept strictly confidential. Sex : Age: male [ ] female [ ]

1)Educational qualification :
SSLC [ ] HSC [ ] DIPLOMA [ ] UG [] PG [ ]

2)Year of service: up to 2 years [ ] 2-6years [ ] 6-10years [ ] above10years [ ] 3)Department : PRODUCTION [ ] HR [ ] ACCOUNTS [ ] OTHERS [ ]

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4) What do you think is your key role towards the success of the company? a. You worked really hard in the last one year or so and ensured that everything is in proper place [ ] b. Your area of concern was grooming people so that they become better resources. c. [ ]

Your prime work area was to manage people as a whole [ ]

5) How many training programs did you attended in the last year? a. I attended all the training programs arranged by my company [ ] b. I attended some of the training programs arranged by my particular circle of work [ ] c. I did not attend any of the training programs as I was busy in the project work [ ] d. I do not require any training. So did not attend any training program [ ]

6) How much percentage do you think you contributed towards the success of the company and your particular team? a. I think my contribution was huge. [ ] b. I think I did not contribute at all. [ ]

7) How do you rate your overall performance in last one year?

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a. Good [ ]

b. Fair [ ]

c. Poor [ ]

8) performance appraisal system is needed in organization YES [ ] NO [ ] OTHERS [ ]

9) Satisfied with the existing performance appraisal system. YES [ ] NO [ ] OTHERS [ ]

10) The performance of the organization is assessed by self, superior or consultant. YES [ ] NO [ ] OTHERS [ ]

11) The performance appraisal helps to win co-operation and team work YES [ ] NO [ ] OTHERS [ ]

12)The performance appraisal is helpful in reducing grievances among the employees YES [ ] NO [ ] OTHERS [ ]

13)The performance appraisal is helpful for improving personnel skill YES [ ] NO [ ] OTHERS [ ]

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14)Training programmers are effective for individual and organizational development YES [ ] NO [ ] OTHERS [ ]

15) The performance ratings were done periodically YES [ ] NO [ ] OTHERS [ ]

16) The performance appraisal system helps to identify the strength and weakness of the employee. YES [ ] NO [ ] OTHERS [ ]

17) The performance rating is helpful for the management to provide employee counselling. YES [ ] NO [ ] OTHERS [ ]

18) promotion is purely based on performance appraisal. YES [ ] NO [ ] OTHERS [ ]

19) Management fixes salary through the performance rating. YES [ ] NO [ ] OTHERS [ ]

20) Does Performance rating helps to fix increment?

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YES [ ]

NO [ ]

OTHERS [ ]

21) Transfer, demotion, suspension and dismissal is based on Performance appraisal. YES [ ] NO [ ] OTHERS [ ]

22) The desired target of the organisation is achieved through the performance appraisal YES [ ] NO [ ] OTHERS [ ]

23) Does Performance appraisal increase employee motivation? YES [ ] NO [ ] OTHERS [ ]

24) Appraisal system keeps on the major achievement and failure or success of work. YES [ ] NO [ ] OTHERS [ ]

25) Have a separate committee to review the performance appraisal result. YES [ ] NO [ ] OTHERS [ ]

Suggestions if any:............................................................................................... ...............................................................................................................................

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