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CHAPTER-I

INTRODUCTION

A performance appraisal, employee appraisal, performance review, or (career)

development discussion is a method by which the job performance of an employee is evaluated

typically by the corresponding manager of 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’s recent successes and failure,

personal strengths and weakness, and suitability for promotion or further training. It is also the

judgment of an employee’s performance in job based on considered other that productivity alone.

The other terms used for performance appraisal are: performance rating, employee

assessment, employee performance review, personnel appraisal, performance evaluation,

employee evaluation and (perhaps, the oldest of the terms used) merit rating.

Definition:

“Performance appraisal is an objective assessment of an individual’s performance against

well defined benchmarks”.

“Performance appraisal is defined by Wayne Cascio as “the systematic description of

employee’s job relevant, strength, weakness”.

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Process of performance appraisal:

Process of performance appraisal followed by different companies is different. A general

procedure is explained below with the help of a diagram.

Process of performance appraisal

Setting performance standards

Communicating standards set to the employee

Measuring performance

Comparing performance with standard

Discussing result

Collective active

Implementation and review


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Setting performance standards

In this very first step in performance appraisal, the HR department decides the

standards of the performance i.e. they decide what exactly is expected from the employee for

each and every job. Sometimes certain marking scheme may be adopted.

Communication standard set to the employee

Standards of performance appraisal decided in First step are now conveyed to the

employees so that the employee will know what is expected from him and will be able to

improve his performance.

Measuring performance

The performance of the employee is now measure by the HR department, different

methods can be used to measure performance i.e. traditional and modern method. The method

used depends upon the company’s convenience.

Comparing performance with standard

The performance of the employee is now judged against the standard. To understand the

score achieved by him. Accordingly we come to know which category of performance the

employee falls into i.e. excellent, very good, good, satisfactory etc.

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Discussing result

The result obtained by the employee after performance appraisals are informed or

employee asking him to change certain aspects of his performance and improve them.

Collective action

The employee is given a chance or opportunity to improve himself in the areas specified

by the HR department. The HR department constantly receives or keeps a check on the

employee’s performance and notes down improvements in performance.

Implementation and review

The performance appraisal policy is to be implemented on a regular basis. A review must

be done from time to time to check whether any change in policy is required. Necessary changes

are made from time to time.

Limitations of performance appraisal

The following are some of the limitations of performance appraisal systems. They are as follows:

Halo effect

In this case the superior appraises the performance on certain positive qualities only. The

negative traits are not considered. Such an appraisal will not give a true picture about the

employee. And in some cases employees who do not deserve promotions may get it.

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Horn effect

In this case only the negative qualities of the employee are considered and based on this

appraisal is done. This again will not help the organization because such appraisal may not

present a true picture about the employee.

Advantages of performance appraisal:

Performance appraisal is defined by Wayne Casio as “the systematic description of

employee’s job relevant, strength, weakness.

1. Feedback to the employees:-

Performance appraisal is beneficial because it provides feedback to the employee about

his performance. It identifies the areas for improvement so that employee can improve itself.

2. Training and development:-

Due to performance appraisal it is easy to understand what type of training is required for

each employee to improve himself accordingly training programs can be arranged.

3. Helps to decide promotion:-

Performance appraisal provides a report about the employee, Based on this report future

promotions are decided, incentives, salary increase is decided.

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4. Validation of selection process:-

Through performance appraisal the HR department can identify whether any changes are

required in the selection process of the company normally a sound selection process results in

better performance and positive appraisal.

5. Deciding transfers and lay off of the worker:-

Employee with specific talent can be transferred to places where their talents are utilized

properly; similarly decisions regarding termination of employees depend upon performance

appraisal reports.

6. Human resource planning and career development:-

Companies can plan for future vacancies at higher levels based on performance appraisal

reports. Similarly career planning can be done for the employee on the performance appraisal

report.

Nature of performance Appraisal

In simple terms, performance appraisal may be understood as the assessment of an

individual’s performance in a systematic way, the performance being measured against such

factors as job knowledge, quality and quantity of output, initiative, leadership abilities,

supervision, dependability, co-operation, judgment, versatility, health and the like. Assessment

should not be confined to past performance alone. Potentials of the employees for future

performance must also be assessed.

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Objectives of the performance appraisal

Data relating to performance assessment of employees are recorded, stored, and used for

several purposes. The main purposes of employee assessment are:

 To effect promotions based on competence and performance.

 To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

 To assess the training and development needs of employees.

 To decide upon a pay raise where (as in the unorganized sector) regular pay scales have

not been fixed.

 To let the employees know where they stand insofar as their performance is concerned

and to assist them with constructive criticism and guidance for the purpose of their

development.

Performance appraisal and competitive advantage:

The objectives of performance appraisal, listed above, point out the purpose which such

an exercise seeks to meet. What needs emphasis is that performance evaluations contribute to

firm’s competitiveness strength. Besides encouraging high levels of performance, the evaluation

system helps identify employees with potential, reward performance equitably and determine

employee’s need for training.

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Improving
performance

Strategy and
behavior Making
correct
Decisions

Competitive
Advantage

Values and Ensuring Legal


Behavior Compliance

Minimizing
Dissatisfaction
and Turnover

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How performance Appraisal can Contributes to firm’s Competitive

Advantage

Improving performance

An effective appraisal system can contribute advantage by improving employee job

performance in two ways-by directing employee behavior towards organizational goals.

Making correct Decisions

As stated above, appraisal is a critical input in making decision on such issues as pay

raise, promotion, transfer, discharges and completion of probationary periods. Right decision on

each of these can contribute to competitive strength of a firm. If promotion, for example, is made

on performance, the promote feels motivated to enhance his or her performance.

Ensuring Legal Compliance

Promotions made on factors other than performance might land up a firm in a legal battle,

thus diverting its focus on non-productive areas, as it happened to Williamson Magar.

Companies can minimise costly performance-related litigation by using appraisal systems that

give fair and accurate ratings.

Minimizing Job Dissatisfaction and Turnover

Dissatisfaction in the job sets in and one of the outcomes of job dissatisfaction is increased

turnover. Fair and accurate appraisal results in high motivation and increased job satisfaction. An

organization having satisfied and motivated employees will have an edge over its competitors.

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Methods of Appraisal

The last to be addressed in the process in the process of designing an appraisal

programme is to determine method(s) of evaluation. Numerous methods have been devised to

measure the quantity and quality of employee’s job performance. Each of the methods discussed

could be effective for some purposes, for some organization. None should be dismissed or

accepted as appropriate except as they relate to the particular needs of the organization or of a

particular type of employees.

Broadly, all the approaches to appraisal can be classified into

(1). Past – oriented methods, and

(2) .Future-oriented methods.

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Rating Scales

This is the simplest and most popular technique for appraising employee performance.

The typical rating-scale system consists of several numerical scales, each representing a job-

related performance criterion such as dependability, initiative, output, attendance, attitude, co-

operation, and the like. Each scale ranges from excellent to poor. The rater checks the

appropriate performance level on each criterion, then computes the employee’s total

Checklist

Under this method, a checklist of statements on the traits of the employee and his or her

job is prepared two columns-viz., a ‘yes’ column and a ‘No’ column. All that the rater

(immediate superior) should do is tick the ‘yes’ column if the answer to the statement is positive

and in column ‘No’ if the answer is negative.

Forced Choice Method

In this, the tater is given a series of statement about an employee. These statements are

arranged in blocks of two or more, and the tater indicates which statement is most or least

descriptive of the employee.

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CHAPTER- II

COMPANY PROFILE

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CHAPTER - III

Review of Literature

Cederblom, D. 2002, summer, “From performance appraisal to performance management: One

agency’s experience”, Public Personnel Management vol.31, no.2, pp.131-140

“A PAS is a partnership between the employee and the rating official in personal

development. Preparing a PAS involves open feedback, clarification and discussion about

developmental needs, goals and plans. Intermittent communication with the manager and

employee is essential to the PAS.

Archer North. “Benefits of Performance Appraisals.” 2003. Retrieved March 17, 2004.

“Some experts in human resources or management say that performance reviews are a waste

of time.

Mani, B.G. 2002, summer, “Performance appraisal systems, productivity, and motivation: A

case study”, Public Personnel Management vol. 31, no.2, pp. 141-159.

This dissertation sets out to review and explain the challenge of performance management

and how this is addressed through the performance appraisal process within Liverpool Direct

Revenues Service.

Lamb, Frank University of Chester, Jun-2009

Performance appraisal systems aim to evaluate the job performance of employees, so that

appropriate corrective action and management decisions can be taken. As performance appraisal

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is part of organizational control, the components of the control system are indispensable in the

appraisal system.

Newman, warren & McGill, 1987

In general, basic control system consists of control standards, measurement, and corrective

actions. Among these three phases, control standards are based primarily on organizational

missions or departmental goals, which reflect the role a performance appraisal plays in the

organization.

Bernardin & Klatt, 1985; Hall, Posner, & Hardener, 1989

Performance appraisal continues to be a subject of interest and importance to human resource

specialists. For decades, performance appraisal has received considered attention in the

literature, from both researchers and practitioners alike.

Maroney & Buckley, 1992; Thomas & Bretz, 1994

Maintain that there is a considerable gap between theory and practice, and that human

resource specialists are not making full use of the psychometric tools available. To support their

claim, these authors cite surveys of practitioners concerning current performance appraisal

methods and use.

Taylor and Zawacki 1984

Hypothesized that managers responding to the legal constraints prevaient in the 1980s,

preferred techniques that were defensible in court. Accordingly, managers tended to be satisfied

with the objective traditional approaches, whereas their subordinates seemed to prefer the

developmental collaborative methods.

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Bernardin and Klatt 1985

That small firms tended to rely heavily on trait-based approaches, while larger firms relied on

a combination of trait, behavioral, and results,-based techniques. They noted that one in five

organizations did not give employees the opportunity to review the performance appraisal

results.

Locher and teel 1988

Identified graphic rating scales (57.1%), the open - ended essay (21.3%), and Management-

by-Objectives (18.1%) as the most popular performance appraisal techniques. Unlike Taylor and

Zawacki (1984) before them, Locher and Teel identified a trend toward the use of MBO as a

popular technique.

Thomas and Bretz 1994

Besides recording current trends in methods used, only a few researchers have clarified how

performance appraisal data is used. Report that performance information is most likely to be

used for employee development or to administer merit pay. They identified the main

developmental uses as improving work performance, communicating expectations, determining

employee potential and aiding employee counseling. Other common administrative uses

included promotions, lay-offs, transfers, terminations, and validations of hiring decisions.

Hall, Posner, and Hardner 1989

Identified common objectives of performance appraisal as reviewing past performance, goal

setting fir future performance, and employee development.

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Clevenland, Murphy, and Williams 1989

Warned that organizations should exercise caution when using the same performance

appraisal methods for multiple applications, since different performance appraisal methods may

yield different types of data.

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CHAPTER- IV

RESEARCH METHODOLOGY

Research, according to Redman and Mory is a “Systematized effort to gain new

Knowledge”.

In the world of Slesinger and Stephenson, “Research is the manipulation of things, concept

or symbols for purpose of generalizing to extend, correct or verify Knowledge he whether that

knowledge aids in construction of a theory or is the practice of an art.

The search for Knowledge thought objective and systematic method of finding a proper and

feasible solution to a problem, is popularly known as research.

In this chapter, the methodology followed in conducting the research has been described.

Details regarding the research design, data collection questionnaire, sampling plan, area of the

study and statistical tools used have also been given. Finally the Limitations of the study have

also been briefed.

Research Design

Research design is purely and simply the framework or plan for a study that guides the

collection and analysis of the data. The research design indicates the methods of research i.e. the

method of gathering information and the method of sampling.

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Essentials of a research design:

 It is a plan that specifies the objectives of the study.

 It specifies the method to be adopted in the collection of the data.

 It specifies the tools in the analysis of the data.

 It is helpful to frame the hypothesis to be tested.

Objectives:

1. To study the nature of performance appraisal in TUBECRAFT, B14,15 PIPDIC

INDUSRTIAL ESTATE for their employees.

2. To identify the factors which are influencing more the performance appraisal of

employees.

3. To analyze and evaluate the level of performance appraisal of the employees

4. To offer suggestions based on the study.

Data Collection

Data refer to the facts, figures, or information collected for a specific purpose.

There are two types of data, namely

 Primary Data

 Secondary Data

Primary Data

Primary data are those which are new and original is nature. These data are the first hand

information generated to achieve the purpose of the research.

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Secondary data

Secondary data are those data which are not new and original in nature. These data are

obtained from published or unpublished sources.

In this study, primary data were collected by conducting direct structured interview using

questionnaire. All the employees were asked the same questions in the same form and they were

informed the purpose of study.

Research instrument

The data were collected by using questionnaire as an instrument.

About the questionnaire

In order to collect the primary data the questionnaire is used. A questionnaire is a

schedule consisting of number of coherent questions related to the various aspects of the topic

under this study. Therefore, the data required the study was collected through a questionnaire.

The Data collected through such filled-in questionnaire sample size, sampling method.

Sampling unit

The survey was conducted from the TUBE CRAFT, B14,15 PIPDIC INDUSTRIAL

ESTATE, METTUPALAYAM, PONDICHERRY. In this, there are nearly 500 employees are

working. But for this research 50 employees were been selected.

Sampling method

For this study the samples were drawn using random sample method.

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Random sampling or probability sampling is based on the theory of probability. This

implies that the sampling items are independent.

Sampling size

Sample size of the study that are selected from the sampling unit. Total estimated sample

size is 50. For this study, the data collected through questionnaires have been tabulated. By using

the statistical tools, the data have been analysed. Interpretations have been drawn based on the

analysis. The findings are observations are the result and outcome of the interpretations made

during the course of analysis.

Presentation of the report

Tables and figures have been used wherever necessary to facilitate the analysis and

interpretation Explanations for the tables were given for the tables wherever necessary. The

research report contains finding of facts, analysis of the facts, interpretations, conclusion and

recommendations.

Tools used for Analysis

Percentage Method: Percentages are ratios which are highly useful when comparing

two or more series of data. They are used for describing relationships & comparing distributions.

They are easy to understand and comprehensive.

No of Respondents
Percentage = ----------------------------------- x 100
Total No of Respondents

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CHAPTER – V

DATA ANALYSIS AND INTERPRETATION

TABLE - 1

Age of the respondent

Cumulative
Age Frequency Percent
Percent

Above 50 1 2.0 2.0

40 – 50 9 18.0 20.0

25 – 40 31 62.0 82.0

Below 25 9 18.0
100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 2.0% of them are above 50 years,

18.0% of them are 40-50 years, 62.0% of them are 25-40 years and 18.0% of them are below 25

years. So majority of the respondents are 25-40 years of age.

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Figure 1

Age of the respondent.

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TABLE - 2

Gender of the respondents

Cumulative
Gender Frequency Percent
Percent

Male 36 72.0 72.0

Female 14 28.0
100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 72.0% of them are male and 28.0% of them

are female. So majority of the respondents are male.

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Figure 2

Gender of the respondents.

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TABLE - 3

Educational qualification of the respondents

Educational Cumulative
qualification Frequency Percent Percent

Post Graduation 14 28.0 28.0

Graduation 29 58.0 86.0

H.S.C 3 6.0 92.0

Others 4 8.0

Total 50 100 100

Inference:

The result exhibits that out of 50 employees, 28.0% of them are post graduates, 58.0% of

them are graduates, 6.0% of them are higher secondary and 8.0% of them are other qualification.

So majority of the respondents are graduation qualified.

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Figure 3

Educational qualification of the respondents.

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TABLE - 4

Experience of the respondents

Experience Frequency Percent Cumulative Percent

Above 15 years 5 10.0 10.0

10 – 15 Years 8 16.0 26.0

5 – 10 Years 25 50.0 76.0

Below 5 Years 12 24.0

Total 50 100 100

Inference:

The result exhibits that out of 50 employees, 10.0% of them are above 15 years, 16.0% of

them are 10-15 years, 50.0% of them are 5-10 years and 24.0% of them are below 5 years of

experience. So majority of the respondents are 5-10 years experience.

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Figure 4
Experience of the respondents.

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TABLE - 5

Income of the respondents

Income Frequency Percent Cumulative Percent

10000-15000 25 50.0 50.0

5000-10000 20 40.0 90.0

Below 5000 5 10.0


100.0
Total 50 100

Inference:

The result exhibits that out of 50 employees, 50.0% of them are getting as monthly salary

of 10000-15000, 40.0% of them are 5000-10000, 10.0% of them are having their income below

5000. So majority of the respondents are having 10000-15000 income.

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Figure 5
Income of the respondents.

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TABLE - 6

When the performance appraisal conducted.

Cumulative
Respondent Frequency Percent
Percent

Weekly 25 50.0 50.0

Fortnightly 7 14.0 64.0

Monthly 11 22.0 86.0

Yearly 7 14.0
100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 50.0% of them are said the performance

appraisal system is being conducted in the factory are weekly, 14.0% of them are fortnightly,

22.0% of them are monthly and 14.0% of them are yearly. So majority of the respondents are

agreed that performance appraisal conducted in weekly manner.

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Figure 6

When the performance appraisal conducted.

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TABLE - 7

Methods used for conducting performance appraisal.

Cumulative
Respondent Frequency Percent
Percent

Grading 20 40.0 40.0

Ranking 22 44.0 84.0

Check list 8 16.0


100.0
Total 50 100

Inference:

The result exhibits that out of 50 employees, 40.0% of them are preferred that grading is

being practiced in the company, 44.0% of them are ranking and 16.0% of them are checklist. So

majority of the respondents are ranking method used for conducting performance appraisal.

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Figure 7

Methods used for conducting performance


Appraisal.

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TABLE - 8

Who conducting performance appraisal.

Cumulative
Respondent Frequency Percent
Percent

Immediate
6 12.0 12.0
Supervisor

Supervisor 11 22.0 34.0

HR manager 33 66.0
100.0
Total 50 100

Inference:

The result exhibits that out of 50 employees, 12.0% of them are said that the immediate

supervisor conducting the performance appraisal systems in the company, 22.0% of them are

supervisor and 66.0% of them are HR manager. So majority of the respondents are opinion that

the HR manager that conducting performance appraisal is more.

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Figure 8

Who conducting performance appraisal.

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TABLE - 9

Satisfied about the methods of performance appraisal.

Cumulative
Respondent Frequency Percent
Percent

Mostly satisfied 16 32.0 32.0

Satisfied 30 60.0 92.0

Fairly satisfied 2 4.0 96.0

Dissatisfied 2 4.0
100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 32.0% of them are mostly satisfied, 60.0%

of them are satisfied, 4.0% of them are fairly satisfied and 4.0% dissatisfied. So majority of the

respondents are satisfied about method of performance appraisal in the company.

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Figure 9

Satisfied about the methods of performance appraisal.

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TABLE - 10

Performance appraisal very much helpful for Promotion and transfer.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 18 36.0 36.0

Agree 24 48.0 84.0

Disagree 7 14.0 98.0

Strongly Disagree 1 2.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 36.0% of them are strongly agree, 48.0% of

them are agree, 4.0% of them are disagree and 2.0%of them are strongly disagree about

promotion and transfer based on performance appraisal. So majority of the respondents are

agreed that performance appraisal is very much helpful for promotion and transfer.

50
Figure 10

Performance appraisal very much helpful for Promotion and


transfer.

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TABLE- 11

Performance appraisal improves self confident and staff motivation.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 16 32.0 32.0

Agree 28 56.0 88.0

Disagree 6 12.0 100.0

Strongly Disagree 0 0.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 32.0% of them are strongly agree, 56.0% of

them are agree, and 12.0% of them are disagree about performance appraisal improves self

confident and motivation. So majority of the respondents are agreed that performance appraisal

improves self confident are staff motivation.

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Figure 11
Performance appraisal improves self confident and
staff motivation.

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TABLE - 12

Relationship between appraise and appraiser.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 15 30.0 30.0

Agree 32 64.0 94.0

Disagree 3 6.0 100.0

Strongly Disagree 0 0.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 30.0% of them are strongly agreed, 64.0%

of them are agreed and 6.0% of them are disagreed. So majority of the respondents are agree that

performance appraisal gives mutual awareness, understanding and relationship between

appraises and appraiser.

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Figure 12
Relationship between appraise and appraiser.

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TABLE - 13

Performance appraisal is considered for revision of pay

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 15 30.0 30.0

Agree 23 46.0 76.0

Disagree 7 14.0 90.0

Strongly Disagree 5 10.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 30.0% of them are strongly agree, 46.0% of

them are agree,14.0% of them are disagree and 10.0% of them are strongly disagree about that

performance appraisal is considered for revision of pay. So majority of the respondents are

agreeing that performance appraisal is considered for revision of pay.

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Figure 13

Performance appraisal is considered for revision of pay.

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TABLE - 14

Performance appraisal improves team role clarification and team building.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 14 28.0 28.0

Agree 21 42.0 70.0

Disagree 8 16.0 86.0

Strongly Disagree 7 14.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 28.0% of them are strongly agree, 42.0% of

them are agree, 16.0% of them are disagree and 14.0% of them are strongly disagree about

performance appraisal improves team role clarification and team building. So majority of the

respondents are agreed that performance appraisal improves team role clarification and team

building.

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Figure 14
Performance appraisal improves team role clarification and team building.

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TABLE - 15

Performance appraisal develops career and succession planning of employees.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 23 46.0 46.0

Agree 24 48.0 94.0

Disagree 3 6.0 100.0

Strongly Disagree 0 0
100
Total 50 100

Inference:

The result exhibits that out of 50 employees, 46.0% of them are strongly agree, 48.0% of

them are agree and 6.0% of them are disagree. So majority of the respondents are agreeing that

performance appraisal develops personal and organization career and used for succession

planning.

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Figure 15
Performance appraisal develops career and succession planning of employees.

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TABLE - 16

Performance appraisal systems plays major role in delegation,

responsibilities, employee growth and development.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 13 26.0 26.0

Agree 27 54.0 80.0

Disagree 5 10.0 90.0

Strongly Disagree 5 10.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees.26.0% of them are strongly agree, 54.0% of

them are agree, 10.0% of them are disagree and 10.0% of them are strongly disagree. So majority

of the respondents are agreeing that performance appraisal place a major role in delegation,

additional responsibilities, employee growth and development.

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Figure 16
Performance appraisal systems plays major role in delegation,
responsibilities, employee growth and development.

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TABLE - 17

Basis of training needs analysis and planning

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 6 12.0 12.0

Agree 33 66.0 78.0

Disagree 11 22.0 100.0

Strongly Disagree 0 0
100
Total 50 100

Inference:

The result exhibits that out of 50 employees.12.0% of them are strongly agree, 66.0% of

them are agree and 22.0% of them are disagree. So majority of the respondents are agreed that

performance appraisal establishes individual training needs, analysis and planning.

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Figure 17

Basis of training needs analysis and planning.

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TABLE - 18

Performance appraisal defines the objectives and priorities of the company.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 14 28.0 28.0

Agree 26 52.0 80.0

Disagree 7 14.0 94.0

Strongly Disagree 3 6.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees. 28.0% of them are strongly agree,52.0% of

them are agree,14.0% of them are disagree and 6.0% of them are strongly disagree. So majority

of the respondents are agreed that performance appraisal classifies and defines the objectives and

priorities of the company.

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Figure 18
Performance appraisal defines the objectives and priorities of
the company.

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TABLE - 19

Respondent personal strengths and direction.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 18 36.0 36.0

Agree 23 46.0 82.0

Disagree 5 10.0 92.0

Strongly Disagree 4 8.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees.36.0% of them are strongly agree, 46.0% of

them are agree,10.0% of them are agree and 8.0% of them are strongly disagree. So majority of

the respondents are agreed that performance appraisal identifies the personal strengths and

direction including unused hidden strengths.

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Figure 19

Respondent personal strengths and direction.

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TABLE - 20

Respondent plan for future development.

Cumulative

Respondent Frequency Percent Percent

Strongly Agree 18 36.0 36.0

Agree 27 54.0 90.0

Disagree 4 8.0 98.0

Strongly Disagree 1 2.0

Total 50 100 100

Inference:

The result exhibits that out of 50 employees.36.0% of them are strongly agree,54.0% of

them are agree, 8.0% of them are disagree and 2.0% of them are strongly disagree. So majority

of the respondents are agreed that performance appraisal provides a formal, recorded, regular

review of performance and a plan for future development.

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Figure 20

Respondent
Respondent plan for for
plan future development.
future development.

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TABLE - 21

Periodic orientation programme are conducted to explain the objectives.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 6 12.0 12.0

Agree 35 70.0 82.0

Disagree 7 14.0 96.0

Strongly Disagree 2 4.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees.20.0% of them are strongly agree,70.0% of

them are agree, 14.0% of them are disagree and 4.0% of them are strongly disagree. So majority

of the respondents are agreed that periodic orientation programs are conclude to explain the

objectives.

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Figure 21
Periodic orientation programme are conducted to explain
the objectives.

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TABLE - 22

Managers take performance appraisal seriously.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 17 34.0 34.0

Agree 24 48.0 82.0

Disagree 8 16.0 98.0

Strongly Disagree 1 2.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees.34.0% of them are strongly agree,48.0% of

them are agree, 16.0% of them are disagree and 2.0% of them are strongly disagree. So majority

of the respondents are agreed that managers take performance appraisal seriously.

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Figure 22
Managers take performance appraisal seriously.

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TABLE - 23

Efforts are made by appraiser to be objective in the appraisal.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 12 24.0 24.0

Agree 23 46.0 70.0

Disagree 13 26.0 96.0

Strongly Disagree 2 4.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees.24.0% of them are strongly agree,46.0% of

them are agree, 26.0% of them are disagree and 4.0% of them are strongly disagree. So majority

of the respondents are agreed that efforts are made by appraiser to be objective in their appraisal.

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Figure 23
Efforts are made by appraiser to be objective in the appraisal.

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TABLE - 24

The reviewing officer takes appraisal seriously and tries to educate


subordinate to overcome the biases and favourism.

Cumulative
Respondent Frequency Percent
Percent

Strongly Agree 12 24.0 24.0

Agree 23 46.0 70.0

Disagree 13 26.0 96.0

Strongly Disagree 2 4.0


100
Total 50 100

Inference:

The result exhibits that out of 50 employees.28.0% of them are strongly agree,54.0% of

them are agree, 14.0% of them are disagree and 4.0% of them are strongly disagree. So majority

of the respondents are agreed that reviewing officer take appraisal seriously and try it to educate

subordinate to overcome their personal biases and favouritism.

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Figure 24
The reviewing officer takes appraisal seriously and tries to
educate subordinate to overcome the biases and favourism.

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CHAPTER VI

FINDINGS

FINDINGS:

When the interview was conducted, there was a very good response from all

respondents. They responded patiently.

o After the study it is found that 84% of the employees agreed that performance appraisal is

very much helpful for promotion and transfer.

o From the analysis, it is also found that performance appraisal improves self confidence,

staff motivation, behavior development and attitude.

o When the question is raised about the annual pay, grading reviews, 76% of the employees

agreed that performance helps in revision of annual pay.

o Almost all the workers agreed that the managers take performance appraisal seriously.

o From the study, it was found that there was agreement among employees that

performance appraisal established individual training needs, analysis and planning.

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SUGGESTIONS

 Performance appraisal is basically to measure the performance of employees.

 The organization may communicate appraisal system in a effective ways.

 Training is the one of the importance HRD practices in order to improve the skills and

Morale development of employees.

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CONCLUSION

 Performance appraisal helps in the employee’s promotion and transfer.

 Performance appraisal improves self confidence, staff motivation, behavior development

and attitude.

 It helps in revising the annual pay.

 It creates mutual relationship between appraiser and appraise.

 Performance appraisal encourages team roles clarification and team building

activities.hus performance appraisal plays a major role in the development of an

organization and at the same time is very much useful for individuals as well in their

career development and self personality development.

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BIBLIOGRAPHY

Aswathappa .K., Human Resource and personnel management, Tata McGraw hill publications,

new Delhi,

Biswanath Ghosh, personnel management and industrial relations, world press private limited,

1987.

Josphin.k on the topic performance appraisal at Apasamy Occular devices pvt., ltd.,

vadamangtalam, pondicherry,2004.

Memoria c.b and s.v, gankar,pronciples of personnel management, bombay himalaya publishing

house, bombay,2002.

Nair and mrs. latha nair, personnel management and industrial relations, s. chand and company

limited , new delhi,2001.

Subbarao, c., personnel management human resource management, bombay himalaya

publications, bombay,2002.

Tripathi, personnel management and industrial relations, Sultan chand & sons, New

Delhi,Vaijayanthi on the topic of performance appraisal of parrys confectionary limited. Madras,

2008.

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