Nabeel Final Project

8/2/2019 Nabeel Final Project

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INTRODUCTION

Part-A: INDUSTRY PROFILE

One of the main problems the industrial world faces now is the scarcity of

energy. The demand is more and the supply is less. More research is done to

find out alternative sources of energy. The researchers are still in the

beginning phase. Till some new alternative energy sources is found out, but

the dependence will be on the existing sources. Electricity being the important

among them plays a major role in almost all the industries. Production of

electricity has become more expensive which demands careful utilization and

accurate measurement keeping this in mind, analogue measuring instruments

have been replaced by electronic ones by suppliers of electricity.

Up to the 1870s electricity had little use beyond the telephone an telegraph.

After the invention of the incandescent lamp by Edison in 1879 and the

subdivision of lighting circuits for individual control of the lamps, it was no

longer practical to measure lamp hours. Then by the introduction of

transformer helped to make the present system of AC transmission and

distribution possible. There was one obstacle, no meter to accurately measure

and record the usage of electricity. Around this time the first new standard

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model watt-hour meter was developed by Elihu Thomson and Thomas

Duncan which was a commercial success. Although it was designed for the

AC circuits, worked equally well with DC circuits at that time. After that

meters were made by different manufacturers in different models and versions

according to the demand and consistency in designs. With the advances in the

electronics in the 1970s the manufacturers started introduction of electronic

registers and automatic meter reading devices. By the mid 1980s hybrid

meters with electronic registers were mounted. By the early 1990s

introduction of electronic parts resulted in the dropping of the induction type

models and paved the way to electronic models which become more feasible

and popular.

Electrical Industry in India came into existence only after the First World War

period. The first electrical industry to be set up in India was the Fan Industry

in Calcutta in 1921. The manufacture of electrical equipments like

transformers, motors, generators and insulators were taken up later. The first

Public Sector Electrical Industry to be set up in Kerala was the Metropolitan

Engineering Company Ltd. Thiruvananthapurarm in 1945. The starting of

United Electrical Industries Ltd. (U.E.I) at Kollam in 1950 closely followed

it. In 1960 the management of the United Electrical Industry Ltd; had taken

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over by the Government of Kerala. At present there are five Public Sector

electrical equipment industries in Kerala.

1.2 About the Subject

Meaning of Human Resources

William R. Tracey, in The Human Resources Glossary defines Human

Resources as: The people that staff and operate an organization as

contrasted with the financial and material resources of an organization. The

organizational function that deals with the people...

Human resources is the set of individuals who make up the workforce of

an organization, business sector or an economy. "Human capital" is

sometimes used synonymously with human resources, although human capital

typically refers to a more narrow view; i.e., the knowledge the individuals

embody and can contribute to an organization. Likewise, other terms

sometimes used include "manpower", "talent", "labor", and simply "people".

The term human resources can also be explained in the sense that it is a

resource like any natural resource. It does mean that the management can get

and use the skill, knowledge, ability etc through the development of skills,

tapping and utilizing them again and again by developing a positive attitude

among employees

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Definition of HRM

Human Resource Management (HRM) is the function within an organization

that focuses on recruitment of, management of, and providing direction for

the people who work in the organization. HRM can also be performed by line

managers. It is the organizational function that deals with issues related to

people such as compensation, hiring, performance management, organization

development, safety, wellness, benefits, employee motivation,

communication, administration, and training.

HRM is also a strategic and comprehensive approach to manage people and

the workplace culture and environment. Effective HRM enables employees to

contribute effectively and productively to the overall company direction and

the accomplishment of the organization's goals and objectives.

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Features of Human Resource Management

Human resources management is concerned with employees both as

individuals and as a group in attaining goals. It is also concerned with

behaviour, emotional and social aspects of personnel.

It is concerned with the development of human resources, which is

knowledge, capability, skills, potentialities and attaining and achieving

employee goals, including job satisfaction.

Human resources management covers all levels and categories of

employees. It covers both organized and unorganised employees.

It aims in attaining the goals of organisation, individual and society in

an integrated approach.

Human resources management is a continuous and never ending

process.

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Objectives of Human Resource Management

To help the organization reach its goals.

To ensure effective utilization and maximum development of human

resources.

To ensure respect for human beings .To identify and satisfy the needs of

individuals.

To ensure reconciliation of individual goals with those of the organization.

To achieve and maintain high morale among employees.

To provide the organization with well-trained and well-motivated

employees.

To increase to the fullest the employee's job satisfaction and self-

actualization.

To develop and maintain a quality of work life.

To develop overall personality of each employee in its multidimensional

aspect.

To enhance employee's capabilities to perform the present job.

To equip the employees with precision and clarity in transaction of business.

To inculcate the sense of team spirit, team work and inter-team

collaboration.

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Importance of Human Resource Management:

A human resources department is a critical component of employee well-

being in any business, no matter how small. HR responsibilities include

payroll, benefits, hiring, firing, and keeping up to date with state and federal

tax laws. Any mix-up concerning these issues can cause major legal problems

for the business, as well as major employee dissatisfaction. But small

businesses often don't have the staff or the budget to properly handle the nitty-

gritty details of HR. Because of this, more and more small businesses are

beginning to outsource their HR needs.

As companies reorganize to gain competitive edge, human resources plays a

key role in helping companies deal with a fast-changing competitive

environment and the greater demand for quality employees. Research

conducted by The Conference Board has found six key people-related

activities that human resources completes to add value to a company:

1. Effectively managing and utilizing people.

2. Trying performance appraisal and compensation to competencies.

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3. Developing competencies that enhance individual and organizational

performance.

4. Increasing the innovation, creativity and flexibility necessary to

enhance competitiveness.

5. Applying new approaches to work process design, succession

planning, career development and inter-organizational mobility.

6. Managing the implementation and integration of technology through

improved staffing, training and communication with employees.

Definition of Performance Appraisal

Performance appraisal is defined as the structured formal interaction between

a subordinate and supervisor, where the work performance of the subordinate

is to be taken into consideration, with a view to identifying weakness and

strength as well as opportunities for improvement and skills development.

Appraisal results are used to determine reward outcomes. That is, the

appraisal results are used to identify the better performing employees who

should get the majority of available merit pay increases, bonuses and

promotion.

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In UNILEC, the concerned supervisor or manager continuously appraises the

performance of the employees under him. The company follows a

confidential report method. In this method one or more senior officer rates

each employee for his performance confidentially. A confidential report by

immediate supervisor is still a major determinant of the subordinates

promotion or transfer. This report deals with the years work and general

opinion of the rater towards the employee. The main problem with this

method is that it is not data based and appraisal is done on the basis of

impressions.

OBJECTIVES OF PERFORMANCE APPRAISAL

Performance appraisal exercises to meet certain objectives which

are in the form of salary, increase, promotion, identifying,

training and development, needs, providing feed back to

employees and putting pressure on employees for better

performance.

1. SALARY INCREASE

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Performance appraisal plays a major role in making decision about

salary increase. Normally salary increase of an employee depends

on how he is performing job. There is evaluation of his

performance either formally or informally. Performance appraisal

discloses how well an employee is performing and how much he

should be compensated by way of salary increase.

2. PROMOTION

Performance appraisal plays a significant role where promotion

made on merit. Performance appraisal discloses how can employee

is working in his job and what his strong and weak points are. It

helps to decide whether he is eligible for promotion and what

addiction training should be provided to him. Similarly i t can be

used for transfer, demotion and discharge of an employee.

3. TRAINING AND DEVELOPMENT

Performance appraisal tries to identify the strength and weakness

of an employee on his present job. This information can be used

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for giving training and development program me appropriate for

overcoming weakness of the employee.

4. FEEDBACK

Performance appraisal provides feedback to employee about their

performance. It tells where they stand. A person works better

when he knows how he is working how his efforts are contribution

to be achievement of organizational objectives. Thus work in 2

ways. First of the person got feedback about his performance and

he may try to overcome his deficiencies which will lead to better

performance. Second, when the person gets feedback about his

performance he can relate his work to the organization objectives.

5. PRESSURE ON EMPLOYEES

Performance appraisal puts a secret of pressure on employees for

better performance.If the employees are conscious that they are

being appraised in respect of certain f actors and their future

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largely depends on such appraisal they tend to have positive and

acceptable behaviour in the respect. This appraisal can work

automatically as control device.

USE OF PERFORMANCE APPRAISAL

1. Salary administration

2. Performance feedback

3. Identification of strength and weakness

4. Documentation of personnel decision

5. Recognition of individual performance

6. Determination of promotion

7. Identification of poor performance

8. Decision in relation or termination

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9. Evaluation of goal achievement

10. Meeting legal requirement

11. Determination of transfer and assignments

12. Decision on lay off

13. Identification of individual training needs.

14. Determination of organizational training needs

15. Personal planning

PROCESS OF PERFORMANCE APPRAISAL

Performance appraisal can be undertaken either on informed basis

or on formal and systematic basis. In comparatively smaller

organization, appraisal either based on traits or performance or a

combination of both is done informally through the observation of

concerned employees in large organization appraisal has to be

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more systematic and formal as it reveals various types of

information which is issued for various purpose. The process of

evaluating begins with the establishment of performance

standards. At the time of designing job and formulat ing a job

description, performance standards are usually developed for their

position. These standards should be class and vague and objective

should be understood measured. These standard should be

discussed with superior to find out with different factors are to be

incorporated weights and points to be given to each factor and

there should be indicated on appraisal from and later on used for

appraisal the performance of the employees.

1. Establish performance standards

2. Communicate performance expectations to be

workers

3. Compare actual performance with standards

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4. Discuss the appraisal with the employees

5. Init iat ive corrective action

The next step is to communicate this standard to employee, for the employee

left to them would find it difficult to what is expected to them. To make

communication effective, feedback is necessary from the subordinate to the

manager. To determine what actual performance it is necessary to acquire

information about it. Four source of information are frequently used to

measure actual performance. Personal observation, statistic reports, oral

reports and written reports.

The fourth step is the comparison of actual performance with standards. The

employee is appraisal and judged of his potential for growth and

advancement. Attempts are made to note deviation between standard

performance and actual performance.

At the next stage the result of appraisal are discussed periodically with the

employer, where good points, weak points and difficulties are indicated and

discussed so that performance is improved. The information that the

subordinate receives about his assessment has a great impact on his self

esteem and on her subsequent performance.

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The final step to initiative of corrective action when necessary, immediate

corrective action can be of two types. One is immediate and deals with

symptom. The other basic and whose performance should be appraised.

Two conditions necessitate a group level appraisal; group cohesiveness refers

to the shared feeling among work team members.

WHO ARE APPRAISERS?

Raters can be immediate supervisors, specialists from the human resource

dept, subordinates, peers, committees, clients, self appraisal or combined

team of several.

1. IMMEDIATE SUPERVISORS

Here performance appraisal is done by an employees manager and

often reviewed by a manager at a high level. Supervisors are in

the best position to perform this function. As the appraisal are

reviewed by a supervisors. It reduces the chance of superficial or

biased evaluation.

2. SUBORDINATES

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Subordinates can assess the performance of the superiors. The use

of this choice may be useful in assessing employees ability to

communicate, delegate work, allocate resources, discriminate

information, resolve interpersonal conflict and deal with

employees on a fair basis. But the problem with subordinate

evaluation is that superior tends to become more popular, not by

effective leadership.

3. PEERS

Peers of an employee are in a better position to evaluate certain

aspects of his behaviour. Since the employees is more closely

linked to his peers at the work place, they may be able to appraise

his contribution to the group efforts, interpersonal effectiveness,

communication skills, reliability, initiative etc. n such an

appraisal basis are likely to emerge specially if the appraisals

results are used for diving rewards.

4. CLIENTS

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Clients are seldom used for rating employee performance. These

clients may be supplies inputs or outputs. These clients may rate

the employee in terms of his providing s ervice to them, his co-

operation courtesy dependability and innovativeness.

5. DEGREE SYSTEM OF APPRAISAL

When appraisal is made by superior, peers, subordinate and

clients, it is called 360 degree system of appraisal. In 360 degree

methods besides assessing the performance, other attitudes and

assesses talent, behavioural quicks, values, ethical standards

tempers and loyality are evaluated by people who are best placed

to be it.

6. RATING COMMITTEE

Many employees are rating to evaluate employees; this committee

is often composed to the employees immediate supervisor and

three or four, other supervisors who come I contact with the

employee. This choice welcome when an employee in the course

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of his or his job, performs, a variety of lacks in different

environment

7. SELF APPRAISAL

In self appraisal the employees himself for evaluate his own

performance. On this positive side, it may be stated that in self

appraisal there is an opportunity if it is combined with goal

setting and thus should improve the manager motivation

METHODS OF PERFORMANCE APPRAISAL

There are various methods of performance appraisal. In fact each organization

may have its own unique system and methods of appraisal.

In one organization it may continuing an informal where personal opinion of

a supervisor about his subordinates may be the basis of appraisal. In another it

may be well defined and particular system and method may be followed by all

managers. Broadly all the approaches to appraisal can be classified into:

1. Past oriented method

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2. Future oriented method

1. PAST ORIENTED METHOD

This is the simplest and most popular technique for appraising

performance of employees. This typical rating case system

consists of several numerical scales each representing a job

related performance Criteria such as dependability, initiative,

output, attendance, attitude, co-operation and like. Each scale

range from excellence to poor.

1. RANKING METHOD

Ranking method is the oldest and simplest methods of appraisal in

which a person is ranked against others on the basis of certain

tracts and characteristics. In the ranking method various persons

are ranked on the basis of skills.

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In order to check the tendency of rating most of the appraisal

around his point in rating scale. Forced distr ibution methods have

been adopted. In the method appraise is forced to appraise

according to the pattern of a normal carve. The basic assumption

in the method is that employee performance level uniforms to a

normal statistical distribution. For example 10% employees may

be rated as excellent, 20% as above average. 40% as average, 20%

as below average and 10% as poor.

5. FORCED CHOICE METHOD

In this method the rates is given a service of statement about

employee. These statement are arranged in blocks of two or more

and the rates indicates which statement almost or least descriptive

of the employee. The rate is simply expected to select the

statements that deal the rates.

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This approach is known as forced choice method because the rate

is forced to select the statement which is readymade.

6. CHECKLIST METHOD

Under this method a checklist of statement on the tracts of the

employee and his or her job is prepared in two columns namely

yes column and a No column. All the rates should have to tick the

column appropriately. Final evaluation is done by HR department.

HR dept assigns points to each yes ticked.

7. CRITICAL INCIDENT METHOD

One of the advantages of the article incident method is that

evaluation is based on actual job behavior. Further the approach

has descriptions in support of particulars rating of an employee

giving job related feedback to the rate is also easy. It also reduces

the regency bias. If rates record incidents throughout the rating

bias, if method however have limitations. Negative incidents are

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generally more noticeable that positive ones. The recording of

incidents is choice to the superior and may be put off and easily

forgotten.

8. ESSAY METHOD

In the essay method, the rates must describe the employee with in

roof board categories such as,

a. The rates overall impression of the employee

performance.

b. The job that the employee is now above or qualified

to perform

c. The strength and weakness of employee and

d. The training and assistance required by the

employee.

9. FIELD REVIEW METHOD

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This is an appraisal by someone outside the assesses own

department. Usually someone from the corporate office or the HR

department. The outside review employee reveals and holds

interviews with the rates and his superior. The method is primary

used for making promotional decision at managerial level.

10. BEHAVIOURALLY ANCHORED RATING SCALE

It is sometimes called behavioural expectations scales, are rating

scales points are determined by statements of effective and

ineffective behaviour. They are said to be behaviourally anchored

in that this scale represent a range of descriptive statement of

behaviour varying from the least to the most effective.

11. COST ACCOUNTING METHOD

This method evaluates performance from the monitory return the

employee yields to his or her organization. A r elationship is

established between the cost included in keeping the employee and

the benefit the organization derives from his or her performance.

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12. CONFIDENTIAL RECORDS

The system was highly confidential. Feedback to the assesses was

given only in case of an adverse entry. The annual confidential

record was highly subjective.

13. PERFORMANCE TEST AND OBSERVATION

With a limited number of job employee assessment may be based

on a test of knowledge or skills. Performance tests are adapted to

measure potential more than actual performance.

II. FUTURE ORIENTED METHOD

It is enough. If only the past performance is assessed. Own

employee can perform in the days to come is equally important.

The future oriented appraisal methods are as follows.

1. MANAGEMENT BY OBJECTIVES

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It was Peter.F.Drucker who first gave the concept of management

by objectives. How management by objectives works can be

described in four steps. The firs t step is to establish the goals each

subordinate is to attain. In some org, superiors and subordinates

work together to establish goals. In other superiors establish goals

for subordinates. The goal typically refers to the desired outcome

to be achieved. These goals can be used to evaluate employees

performance.

The second step involves setting the performance steel for the

subordinates in a previous arranged time period. As subordinates

perform the know family well what there is to do what has been

done.

In the third step the actual level of goal attainment is compared

with the goal agreed up on. The evaluator explores reasons for the

goals that were not met and for the goals that were exceeded. This

step helps determine possible training needs. It also alters the

superior to conditions in the organization they may affect

subordinate but over which the subordinate has no control.

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The final step strategies for goals not previously attained. At this

point subordinate and superior involvement in goal setting may

change. Subordinate who successfully reach the established goals

may be allowed to participate more in the goal setting process the

next time. The process is repeated. One of the main drawback of

this system is it is not applicable to all hobs in an organization.

2. PSYCHOLOGICAL APPRAISAL

Large organization employees full time industrial psychologists.

When psychologists are used for evaluations, the assess and

individuals future potential and not past performance. The

appraisals normally consist of in-depth interviews, psychological

tests, discussions with superior and a review of other evaluation.

The evaluation by the psychologist may be a specific job opening

for which the person is being considered or it may a global

assessment of his or her future potential.

3. ASSESSMENT CENTERS

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An assessment centre is central location where managers may

come together to have their participation in job related exercises

evaluated by trained observers. The principal idea is to evaluate

managers over a period of time, say one 3 days, by observing their

behaviour across a series of select exercise or work s amples.

Assesses are requested to participate in basket exercises, work

groups, role playing and other similar activities which require the

same attributes for successful performance, as in the actual job.

After recording their observation of rate behaviour ,the rates meet

to discuss this observation. The decision regarding the

performance of each assesses is based up on this discussion of

observation self appraisal and peer evaluation are also thrown in

to or final rating. The problem with the assessment centre is their

cost assessment centre staff is often influenced by subjective

elements. Such as personality of the candidate. Another drawback

is its potential adverse effect on those not selected to participate

in the exercises. A poor report can demoralize an employee who

was once an asset.

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HOW OFTEN SHOULD APPRAISAL TAKE PLACE?

Employees appraisal should be a continuous process and should

not be limited to a formal review one a year. The frequency of

formal appraisal will depend on the nature of the organization and

on the objectives of the system. For example in a high technology

organization objective may be changing quickly. So that the

formal appraisal need to be carried out more than once in a year.

In an environment which is less subject to change annual appraisal

may be sufficient. Most employees receives a formal appraisal

annually although more frequent appraisal are often needed for

now employees, for longer serving staff who have moved new

posts or for those who are below acceptable performance

standards.

BARRIER TO EFFECTIVE APPRAISAL

Appraisal of personnel, both performance and potential is used by

every organization either formally or informally. This is full of

short comings and limitations. These are certain barriers which

against the effective appraisal system. Some of the barriers are

more pronounced in specific method of appraisal in some

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methods. Identification of these barriers is essential so that

suitable measures may be adopted to r educe their impact to a

possible minimum level the barrier to effective appraisal may be

grouped in to 3 categories.

1. Faulty assumption

2. Psychological blocks

3. Technical pit falls

1. FAULTY ASSUMPTION.

Because of the faculty assumption of the parties concerned

supervisors and his subordinates in appraisal system does not

work properly or objectively. These assumptions work against an

appraisal system in following manner.

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1. The assumption that managers naturally wish to make

full and accurate appraisals of subordinates is

untenable. Both supervisors and subordinate show

tendencies to avoid formal appraisal process as well

as to need them in their respective work.

2. Another fairly assumption is that managers take a

particulars appraisal system as perfect and feel that

once they have launched a program me that would

continue forever. They expect too much from it. It

should be recognized that no system can provide

perfect, absolute, and defensible.

3. Managers assumption that employees want to know

frankly where they do stand and what their

supervisors think about them are not valid. In fact

subordinate resist to be appraised and their reaction

against appraisal has often been intense.

2. PSYCHOLOGICAL BLOCK

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The values of total, including performing appraisal, falls largely

on the skills of the user. Therefore the ability of performance

appraisal depends on the psychological character of manager, no

matter whatever the method is used. These are several

psychological blocks which against of an appraisal system.

3. TECHNICAL PIT FALLS

The design of performance appraisal form received detailed

attention from psychologists, but the problem of finding adequate

criteria skill exists there. At best appraisal methods are subjective

and do not measure performance in any but in the most general

sense. The main technical difficulties in appraisal fall in to two

categories.

1. CRITERION PROBLEM.

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A criterion is standard of performance the manager deserves of his

subordinates and against which he compare the actual

performance. This is the weakest point in appraisal procedure.

2. DISTORTIONS

Distortions over in the form of biases and curves in making the

evaluation. Such distortions may be introduced by evaluator

consciously or unconsciously. An appraisal system has the

following possible distortion.

a. HALLO EFFECT

The effect exists where the rate is influenced by rates

one or two outstanding, good or bad performance one he

evaluates the entire performance accordingly. Another

type of hallo effect occurs where the rates judgement is

influenced by the work team or informal group with

which a subordinate associate.

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b. CENTRAL TENDENCY

This error occurs when the rates make all or almost his

personal as average. He fails to discriminate between

superior and inferior persons. This may happen due to

the rates lack of knowledge of individual he is rating.

c. RATE LINKING AND DISLIKING

Manager being human, have strong liking or disliking

for people particularly close associates. The eating may

be influenced by personal factor and emotions.

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RESEARCH DESIGN

Research design indicates plan of action to be carried out in connection with a

proposed research work. The research design is simply a specific presentation

of the various steps in the process of research. It is a plan that specifies the

sources and types of information relevant to the research problem. It is a

strategy specifying which approach will be used for gathering and analyzing

the data. It also includes the time and cost budgets. Here research is flexible,

appropriate, efficient and economical.

2.1 TITLE OF THE STUDY

Analysis on performance appraisal at united electrical industries ltd.

Kollam.

2.2 STATEMENT OF THE PROBLEM

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The purpose of the project is to understand clearly about the performance

appraisal system Followed by U.E.I ltd. This research study includes various

methods of performance appraisal performed in the organization.

2.3 SCOPE OF THE STUDY

Performance appraisal plays a very vital role in every organization.t helps the

manager to determine the salary administration of employees Performance

appraisal and job evaluation is a tool which enables an employee to clearly

have a view of his/her own abilities and performance level.Job evaluation also

enables employees to improve their job standards.

2.4 OBJECTIVES OF THE STUDY

1. To clearly understand the performance appraisal system being carried on in

the company.

2. To know the method or procedure of performance appraisal in the

organization.

3. To enable the employees to have a clear cut view of their existing job

standards and their performance level.

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4. To reveal the importance of employees and their performance efficacy in

the organization.

2.5 OPERATIONAL DEFINITION OF CONCEPTS

Employee: a person employed for wages or salary in return for work done.

Performance appraisal:is defined as the structured formal interaction

between a subordinate and supervisor, where the work performance of the

subordinate is to be taken into consideration,with a view to identifying

weakness and strength as well as oppurtunities for improvement and skills

development..

Job Satisfaction: The sense of fulfillment and pride felt by people who enjoy

their work and do it well. This feeling is enhanced if those in authority

recognize the significance of the work done and its value

Training: training is the act of increasing the knowledge and skills of an

employee for doing a particular job.

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Development: organization development is a concept, organization-wide

effort to increase an organizations effectiveness and viability.

Human resource management: HRM means employing people, developing

their resources, utilizing, maintaining and compensating their services in tune

with the job and organizational requirements with a view to contribute to the

goals of the organization, individual and the society.

2.6 SOURCES OF DATA

Primary data

When the researcher himself is trying to collect the data for his particular

purpose from the sources available, it becomes primary data. Therefore

primary data are those collected by the investigator himself for the first time

and thus they are original in character. The Objectives of study have been

accomplished with the help of primary data collected from 50 respondents

Collecting primary data are observation method, interview method, and

questionnaire method.

Secondary data

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Secondary data those are already available. Ie, they refers to the data which

have already been collected and analyzed by someone else. Here, secondary

data were collected from,

company records

manuals

journals related to the topic of study

text books

brochures

Internet etc

2.7 SAMPLE DESIGN

A random sampling technique was used for the purpose of study. There are

about 128 permanent employees and more than 100 apprentices trainees are

there. UEI ltd runs at 3 shifts in a day. The employees were selected from

different departments at the company for the study. Random sampling from

finite population refers to that method of sample selection which gives each

possible sample combination an equal chance of being included in the sample.

2.8 TOOLS OF DATA COLLECTION

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Questionnaires: -

The primary data was collected mainly by using a questionnaire.Efforts have

been taken to see it was kept cocise and simple as possible to facilitate

responses.A copy of questionnaire is attached in the annexure forming the

part of the report.

The different types of questionnaire used in the study are-

1.Direct Questions

2.Indirect Questions

3.Multiple choice Questions

The Questionnaire is divided into two sections-

1.Personal Details

2.Inquiry Details

2.9 PLAN OF ANALYSIS

The collected data by using questionnaires as tools have been compiled

suitably and presented in a table format which were further subjected to

analysis.The data from this table is suitably retrieved so as to bring out the

views of the respondents.Based on the analysis,The findings are drawned.

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2.10 REFERENCE PERIOD

Reference period of the study is November 2011 to December 2011. Study is

limited to 45 day.

2.11 RESEARCH METHODOLOGY

Research is a systematic method of finding a solution to problem.Research

methodology refers to method of gathering data through extensive

interviewing and other methods. type of research used for the study is

descriptive research. It includes fact finding enquiries of different kinds. The

major purpose of descriptive research is description of the state of affairs as it

exits at present.

2.12 SAMPLE SIZE

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Random sampling technique was used for collecting data from various

categories of employees of the company.50 samples were collected from

among the employees of the company.

2.13 PLAN OF ANALYSIS

1. PERCENTAGE METHOD

Simple Percentage method is a special kind of ration. The percentages are

used in making comparison between two or more series of data. It is easy to

calculate and simple to understand

Percentage = no of respondents/Total o of respondents x 100

2. RANDOM SAMPLING METHOD

The sampling technique adopted for this research is random sampling, which

is chosen for the convenience of the researcher

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Source of Data : Primary Data

Sampling Size : 50

Tools Used : Percentage Analysis represented by

i. Bar Diagram

ii.Pie Diagram

2.14 LIMITATIONS OF THE STUDY

1. More time is required to have an in-depth study. The time allotted for

this work is for a period of 45 days which is insufficient to make an in-

depth study.

2. As the information was with their work the investigator has to go to a

place several times.

3. All the opinions of the respondents were not complete. Limited number

of respondents was interested in answering the questionnaires.

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2.15 CHAPTER SCHEME

Chapter 1: Introduction

This chapter includes profile of the industry and an introduction of the

research topic

Chapter 2: Research Design

This chapter consists of statement of the problem, scope of the study,

objective of the study, methodology, sample design and limitation of the

study

Chapter 3: Company Profile

This chapter provides information about the profiles of the company.

Chapter 4: Analysis and Interpretation

Analysis and interpretation of the data collected is done in this chapter.

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Chapter 5: Summary of Findings and Conclusion

This chapter provides a summary of findings and conclusion drawn from the

analysis.

Chapter6: Recommendation and Suggestions

This chapter provides a summary of suggestions drawn with direct reference

to objectives of the study.

COMPANY PROFILE

3.1 Inception

The united electrical industries ltd, Kollam a public limited company

incorporated in the year 1950, is the main factory in India to set up for the

manufacture of electricity house service meter. UEI Ltd is located at

Pallimukku, about three Km south of Kollam on the wayside of National

Highway-47, to Trivandrum, the capital of Kerala state. The company started

its manufacturing activities in collaboration with MESSORS ARON

METERS LTD, now a subsidiary of M/s Ferranti Ltd, Hollinwood.

The company owes its origin to the far sightedness and vision of Sri K.P.S

Nair, the chief Engineer of Travancore-Cochin state and Sri Abraham Pothen

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an eminent industrialist. Through the company was incorporated in the year

1950, but it could start its production only in 1951.The company commenced

its manufacturing activities with the assembling of single house service

KWH Meter with imported Components and sub assemblies. In 1956 the

company acquired the present premises to set up a full fledged factory with its

own machine shop. In the same year the company started the manufacturing

of some assemblies of meter. In 1956 the company acquired 5 acres of land at

the present premises for the present factory and office. At the starting time the

company had a paid up capital of 400 crores jointly held by the state

government and KSIDC. The Company remained a proprietorship until 1960.

By 1960 the management was taken over by the Kerala Government. In 1962,

the company started diversifying in the areas such as manufacturing of motor

control gears with the technical assistance of Mysore Electrical Industries and

with substantial participation of Kerala Financial Corporation. As a part of

diversification the R&D wing of the company designed and developed

polyphase energy meters in the 1965.UEI Ltd was the only company to

manufacture and market polyphase meters without foreign technical know

how. The commercial production of motor control gears was started during

1968 and production of switch gears started in 1974.

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Now the products are marketed under the Brand Name UNILEC. In 1970

the company entered into technical collaboration with General Electrical

Company of India, Ltd Calcutta for the Manufacture of oil and air breakers,

circuit breakers up to 22KV rating. The production of low tension (L.T)

circuit breakers in 1974. Further during 1975 and 1977 the company as a part

of diversification program started commercial production of plastic film

capacitors in technical collaboration of RUBYCON, Japan. The company

further diversified to Manufacture of carbon film resistors 1978 in technical

collaboration with SHINE EL JAPAN I association with M/s Akhane Ohm of

Japan.The main factory building covers a floor space on nearly 30000sq.ft

with provision for future addition and expansion. In addition a parallel wing

of 7500sq.ft. It accommodates the main material stores and fabrication shop.

The Main factory is divided into three basic departments like meter

department, starter department and machine shop. The general layout of each

department permits free and continuous flow of material with particular stress

on material handling. Again each department is subdivided into sections with

several built in features and special facilities to make it independent self

contained and efficient from the point of view of economy, quality control

and high standard of production.

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The machine shop comprises of press shop, lathe shop and drilling and tool

room consisting of mechanical and hydraulic presses, capsthan lathes,

automatic lathes a series of multiple drilling and tapping machines and special

purpose machinery like gear Hibbing and coil winding machines. One

complete portion is set apart for plating and painting of components. The

panting section has provision for mass production both in dipping and spray

painting. The plating section is equipped for vat and barrel type plating for

nickel, copper, zinc, tin and silver.

R&D wing of the company is vigilant on quality improvement of existing

products and to diversify its activities by taking up new items of production.

Owing to globalization and economic liberalization policies, the meter

industries in India has now become highly competitive. The products which

the company stopped its production due to acute competition are 11KV

switch gears, IML switch gears, carbon film resistors and magnet of

generators. But now in 2008 onwards UEI .Ltd is producing a new product

named A-B Switch.

The company sells its products under the trade name UNILEC. They also

take repairs of meters and starters. The main consumer of UEI Ltd is Kerala

State Electricity Board. They meters starters and A-B switches as per

receiving orders from KSEB and other Companies.

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3.2 VISION, MISSION AND QUALITY POLICY

QUALITY VISION

To become Pioneers through operational effectiveness and customer

satisfaction

QUALITY MISSION

To become the No one supplier of electricity meters and to grab two digit

shares in the transformer and water meter markets in India by ensuring

customer satisfaction of its products and services and continuous

improvement.

QUALITY POLICY

UEI and its employees are committed to develop, manufacture and marketing

of House Service Energy Meters and Motor Control Gears ensuring customer

satisfaction of its products and services through continual improvement of the

effectiveness of its QMS achieved by setting and reviewing quality objectives

AREA OF OPERATION : REGIONAL

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LOCATION OF FACTORY: PALLIMUKKU, KOLLAM (KERALA)

UNITED ELECTRICAL INDUSTRIES Ltd operates regionally. Its Factory

and Office is situated in Pallimukku, Kollam..

3.3 OWNERSHIP PATTERN

ADMINISTRATION

The management of the company is vested in the Board of Directors with,

The Secretary of Taxes, Industries and Government of Kerala as its

Chairman. The other members of the Board are Development Commissioner

of Kerala State Industrial Development Corporation, Chairman of Kerala

State Electricity Board , Deputy Secretary of planning and Economical

Affaires , Government of Kerala and Two Eminent Industrialist of the state.

The government appoints all the directors including the full time director.

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According to the directions the number of directors should not be less than 2

and not more than 9. The full time MD was Mr.K.Shirish.

3.4 COMPETITORS INFORMATION

Major Competitors of Meter'

HPL Socomec Pvt Ltd New Delhi

Anchot Electricals Ltd Damon

Naina Powers Pvt Ltd Hyderabad

ECE Industries Hyderabad

TTL Ltd Noida

Avener Power Industries Hyderabad

Country Meters New Delhi

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ECIL Hyderabad

Holy Meters (India) Pvt Ltd Hyderabad

Major competitors of starter

DB Traders Culcutta

Bentex Culcutta

L & T Bombay

Cromption Greives Bombay

Jyothi Electricals Culcutta

Adwani Orlicor Bombay

3.5 INFRASTRUCTURAL FACILITIES

The Main factory is divided into three basic departments like meter

department, starter department and machine shop. The general layout of each

department permits free and continuous flow of material with particular stress

on material handling. Again each department is subdivided into sections with

several built in features and special facilities to make it independent self

contained and efficient from the point of view of economy, quality control

and high standard of production.

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The machine shop comprises of press shop, lathe shop and drilling and tool

room consisting of mechanical and hydraulic presses, capsthan lathes,

automatic lathes a series of multiple drilling and tapping machines and special

purpose machinery like gear Hibbing and coil winding machines. One

complete portion is set apart for plating and painting of components. The

panting section has provision for mass production both in dipping and spray

painting. The plating section is equipped for vat and barrel type plating for

nickel, copper, zinc, tin and silver.

R&D wing of the company is vigilant on quality improvement of existing

products and to diversify its activities by taking up new items of production.

Owing to globalization and economic liberalization policies, the meter

industries in India has now become highly competitive. The products which

the company stopped its production due to acute competition are 11KV

switch gears, IML switch gears, carbon film resistors and magnet of

generators. But now in 2008 onwards UEI Ltd is producing a new product

named A-B Switch.

The main consumer of UEI Ltd is Kerala State Electricity Board. They meters

starters and A-B switches as per receiving orders from KSEB and other

Companies.

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Highly sophisticated infrastructure facilities make UNITED

ELECTRICAL INDUSTRIES Ltd different among their

competitors. And is having an appreciable initiation in these level

especially in maintaining highly scientific method of keeping all

the employees motivated in their work a tmosphere by providing

them facilities like hospital, canteen, rest rooms, compare to other

like industries.

3.6 AWARDS AND ACHIEVEMENTS

United Electrical industries (UEI), a Kerala Government

public sector company based at Kollam received

recognition for theirEfforts in energy conservation. Kerala

Electricity minister Sri. A.K Balan presented Kerala

energy conservation award-2008 and Rs.10000/- cash

prize to UNILEC director Sri. R Suku in a function held at

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Palakkad Municipal town hall on 14-12-2008 in

connection with the energy conservation day.

Power consumption was going up both in the urban and rural

areas. The minister s aid that annually 16,000 million units of

electricity were being distributed in the state.By

incorporating energy conservation procedures, United

Electrical industries were able to reduce their power bill

from Rs.1.5lakhs/ month to Rs.60, 000/ month. Consumption

was reduced from 12500 units to 6600 units

1989 1990 productivity award



2008 Society award

2008 Safety award

2008 Kerala state energy conservation award

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3.7 ORGANIZATION CHART

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3.8 FUTURE GROWTH AND PROSPECTS

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The domestic market in India is itself large , and one must firstly

satisfy the market with products that meet international quality

standards with increasing globalisation. Every international player

is now operating in India , providing goods and services with in

the domestic market accessing the international market for exports

should not pose a serious challenge. The electrical, electronics

industry in India is growing to its fu lly potential in the coming

years and no doubt that India will soon come to be recognized for

quality products and services which in turn, will brings this

industry to a position of true leadership. Indian electrical industry

has grown because of government thru st on it and also due to

overall economic growth it has also reached a stage where the

industry has demonstrated its capabilities.

The success story of United Electrical Industries, Kollam, is really

amazing. The UEI was one of the units listed for closure because

of recurring losses. The company is now on the path of growth and

diversification. Production of energy metres has gone up to 1.5

lakh a month from 18,000. The Company manufactures Electricity

House Service Energy Meters of both Electro-Mechanical and

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Static types, Motor Starters, Contactors and Galvanised items.

Unilec brand Energy Meters and Motor Starters are well

accepted all over India.UEI has a team of professionally qualified

officers and experienced, skilled technicians in its workforce. The

Company is certified ISO 9001:2000 and the products are ISI

marked.

3.9 FACTORS GOVERNING THE GROWTH OF THIS INDUSTRY

Every industry thrives on some supporting factors in the connection there are

few factors governing the growth of electrical and electronics industry.

Research & development played an important role to the

increased productivity and higher value added electrical and

electronics products

Foreign investments accelerate growth in production and

export as well to expanding their business, foreign

companies were done huge investment which leads

developing countries in establishing production units.

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Global industries like medical telecommunications,

industrial & automotive industries have been cordially

supported by electrical & electronics industry.

Increase in income changed living standards of the common

mass. As a result it increased the demand of electronics

especially consumer electronics products globally.

Electric & electrical industry is highly fragmented which

comprises of many small and medium size enterprises

resulting into a huge industry

As a pacific region is emerging as the most spinning place

for the consumer electronics industry as the markets remain

still unreached

Innovation has played importantly in this industry. It leads

to a consistent demand for newer and faster products and

applications.

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3.10 MANAGEMENT PHILOSOPHY OF UEI LTD

Management philosophy of UEILTD suggests that the company is conscious

to its various constituents. The management philosophy is charged with the

following concerns:

Concern for its ultimate Customers

Concern for there Employees there most valued asset

Concern for there Suppliers there source of raw materials

and auxiliaries

Concern for the Share Holders the investing public

Concern for the rational Aspiration Nation Future

The Company undertakes various programmers to fulfill the obligations to

various Constituents. Such programmes undertaken are;

Pollution Control Programmes

Employer-Employee Relation

Its Consumers

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3.11 PRODUCT PROFILE

SINGLE PHASE & THREE PHASE

Product Description

Type UEM static meter is designed and manufactured to satisfy the highest

standard of accuracy and reliability of energy measurement in single phase

and three phase circuits.It is UV (Ultra Violet) stabilized for out door

application. The meter is broadly divided into base, top cover and terminal

cover. The meter base consists of two compartments i.e. PCB Compartment

& Terminal Compartment. In the PCB Compartment brass terminal suitable

up to 40 a positioned securely. A synthetic rubber gasket is used between the

top cover and the base to ensure protection against moisture and dust. The top

cover is transparent to facilitate easy and clean reading of counter and display

of other parameters.

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FEATURES

Confirms to ISO 779 and CBIP Technical Report No: 88

Flame retardant & high compact strength Polycarbonate enclosure

Computerized Calibration

One time 'Life - time' calibration, No Trimpots used

Meters perform with low power loss

Low voltage operation, at 120V AC

Safety protection against high voltage AC

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OIL IMMERSED AC MOTOR STARTERS

Product Description

Oil Immersed Star Delta Starter Type NSD

These control gears available in the range of 10 H.P. to 200 H.P. Correct

sequence device in corporate in the unit ensures proper sequence of operation

so that the Starter is first put into the Star position for starting before a quick

changeover is possible to the Delta position for running.

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The contact tips are of electrolytic copper extrusion, silver plated to prevent

corrosion and pitting. These are of self aligning type and are easily

replaceable. The starter is with a sheet metal case and facilities are provided

to fix pedestal type Ammeter.

Oil immersed Auto transformer Starter Type ATS

It minimizes the starting currents and attains a higher starting torque. These

starters embody an auto-transformer and reduce the current taken by the

motor while starting.

The starter unit is separate from the transformer and this eliminates

carbonized oil from the starter entering the auto-

Transformer oil. These starters are of floor mounting type and facilities are

provided for mounting a pedestal type Ammeter.

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Oil Immersed Slipring Motor starter Type

They have electrical interlock between the stator and rotor circuits, so that it

is not possible to start the motor unless all the rotor resistances are in circuits.

The starter is fool-proof as the motor can only be started from the full of

position. Rotor resistances are of high grade resistance wires, wound on

ceramic tubes.

Oil dashpot type relays control the overload, no-volt releases and trip the

starter in case of low voltage or power failure.

The contacts are of electrolytic copper extrusions of ample size and are silver

plated. These are of self aligning type and are replaceable.

FEATURES

Overload protection. Oil dashpot time lag type magnetic

overload relays calibrated from full load to double full load

which are easily adjustable.

Electrolytic grade copper contacts. The starter is provided

with easily replaceable oil break contacts.

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Manual tripping is provided by a lever at the side of the

starter.

Cable arrangement. Provision for cable entry/cable box

provided.

Starting torque. Rotor resistance suitable for higher starting

torque can be provided for stator rotor starters.

Spare parts. All spare parts are available from the factory

and stockists.

Normal operation at 3 starts per hour.

FULLY AUTOMATIC AUTO TRANSFORMER STARTER TYPE FAATS

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Product Description

The salient feature of this starter is its automatic switch over to frill rated

voltage. The starting current is minimized to attain higher starting torque with

the help of an auto transformer. The panel consists of Thermal Overload

Relay, Star Contractor with timer (0-30 sec), a Main Contractor and a Run

Contractor. The starting time can be set by the user depending upon the

application thermal overload relay is provided for overload protection.

FEATURES

Fully Automatic change over from Start to Run for pre-set time

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Under voltage and overload protection

Conforming to IS: 13947 part JV/Sec.1

Available in oil cooled and air cooled versions of Auto Transformers

Range available from 10 HP to 400 HP

Also available in star-delta configuration without Auto Transformer (Type

FANSD)

Micro Processor based motor protection relay available on request.

SINGLE PHASE MULTIFUNCTION STATIC ENERGY

METER

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Salient Features

Measures instantaneous parameters - Date & Time, Active Power

Maximum Demand (MD) register with 30 minutes integration period

Six months Kwh, six months MD with date & time

Current Rating : 5-20A, 5-30A, 10-60A

Class 1 accuracy

Detects and register various tamper activities such as Reverse, Earth, Neutral

Missing, Magnetic Tamper, and cover open situation along with date & time

when the tamper occurred

Rugged polycarbonate casing makes it a good insulator and so no external

"Earthing Terminal" is required

Designed using Surface Mount technology

In case of power failure, battery operated push button is provided to view all

parameters

EEPROM battery backup is used to store the metering data. The data will be

retained for 10 years in case of power failures.

RTC with battery backup is used for time keeping

Light in weight, rugged, reliable and safe for the users

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Watch dog timer is used to monitor the processing activities that ensure

reliable operation of the meter

The accuracy of the meter is not affected with application of abnormal

voltage/frequency generating device such as spark discharge of 35KV.

Product Description

Air Break Switches are used for to isolate 11KV lines from transformers.

FEATURES

All Ferrous parts are hot dip galvanized

The contact ends are Tin Coated

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The fixed contact element are made of excruded electrolytic grade copper flat

with flexible ends

The leakage current passes to earth and not between terminals of the poll or

between polls

The operating mechanism is suitable for normal operation by one man

without undue effort

Switch is permitted to pad locking in both open and close position.

KONARAK DOMESTIC WATER METER

Product Description

Konark water meters are used to measure the flow of water. Konark water

meters are inferential, mul-tijet, dry dial, and magnetic type. Konark water

meters are inferential, Multijet, dry dial magnetic type. They have both

pointer & cyclometer reading counters and is sealed against tampering

FEATURES

The hydrostatically tasted brass body is machined to a very high degree of

accuracy.

Both Nuts and Nipples are made in Brass.

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Internal components are made of high quality, self lubricating, wear resistant

and anticorrosive Engineering plastics.

Is specification no. IS: 779 - 1994 Class B (Latest amendment) Equivalent to

international standard ISO- 4064.

UNILEC UPS

Product description

The Unilec Model is off-line UPS system, providing power for your computer

or other electronic devices. When Inputted main voltage ranges beyond 165 to

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270V (Brownout) or if there is power failure (Black out). In this condition the

Inverter battery comes into action and supplies power through output socket.

Changeover time is less than 8ms, so supply to computer remains virtually

uninterrupted.

FEATURES

Safety protection against short circuit, over load, low battery

Low voltage operation, at 270 V

Electronic shutdown with continuous buzzer sound

Designed to suit the Indian environmental conditions. But now production of

this product has been stopped due to low demand

THREE PHASE MULTIFUNCTION STATIC ENERGY METERS

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Features

Measures active and reactive energies on 3 phase 4 wire

Measures instantaneous parameters - Voltage, Current, Frequency, Power

Factor, Date & Time, Active Power

Maximum Demand (MD) registers with 30 minutes interval

Three Programmable TOD Zones for active energy

Various Tamper detecting facilities are available

Load survey records for KVA demand, Power Factor, Average Voltage for 30

minutes interval for 60 days

Rugged polycarbonate casing makes it a good insulator and so no external

"Earthling Terminal" is required

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Designed using Surface Mount technology, which makes it compact and light

in weight

In case of power failure, battery operated push button is provided to view all

parameters

EEPROM battery backup is used to store the metering data. The data will be

retained for 10 years in case of power failures.

RTC with battery backup is used for time keeping

PC software is used to download & analyze data received from meter. One

can export this data to Microsoft Excel for further analysis

Meter reading instruments(MRI) software is also provided to download data

from the meter & send it to PC for further analysis

Current rating : 10A-60A, 10A-40A

SLIPRING MOTOR STARTER TYPE OSR

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Salient Features

Available as two products - OSR Type I and OSR Type II

Available in the range of 10 HP to 150 HP

For overload tripping magnetic oil dash pot mechanism is used

The UV relay protects the system from abnormally low voltage

Oil immersed U/V coils assure longer life

Manual tripping is provided by a lever on the side of the starter

Provision for cable entry/cable box provided

Rotor resistances suitable for higher starting torque can be provided for stator

rotor starters

Enclosed in sheet metal clad splash-proof enclosure

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They have electrical interlock between the stator and rotor circuits, so its not

possible to start the motor unless all the rotor resistances are in

circuit,Suitable for slipring motors

ELECTRO-MECHANICAL METERS

Salient Features

Complies with IS: 13010

Highly polished hardened stainless steel pin is used as top bearing

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High quality Alnico VIII suspension bearing is used as top bearing

Current Rating : 2.5A -10Amps, 5-20 Amps, 5-30Amps

Class 2 accuracy

RPM :12

Power consumption in voltage circuit : 1 Watt

Superior quality laminated core and copper wire coils are used as voltage and

current elements

Completely enclosed in a dust proof mechanically proof, tamper proof

steel/polycarbonate cabinet

DATA ANALYSIS & INTERPRETATION

Table 4.1

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AWARENESS REGARDING IMPORTANCE OF PERFORMANCE

APPRAISAL

RESPONSE NO.OF

RESPONDENTS

PERCENTAGE

Yes

30

60%

No

20

40%

Total 50

100%

Analysis : From the above table 60% of the respondents are aware about the

importance of performance appraisal remaining 40% are not sure about the

importance of performance.

Chart-4.1

AWARENESS REGARDING IMPORTANCE OF PERFORMANCE APPRAISAL

OF EMPLOYEES IN UEI ltd

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0

10

20

30

40

50

60

Yes No

Response

Inference : that 60% employees are aware about the importance of

performance appraisal..

Table 4.2

METHOD USED FOR PERFORMANCE APPRAISAL

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Response No. of Respondents Percentage

360DEGREE

Evaluation

10 20%

Performance Ranking28

56%

Easy Evaluation

8 16%

Forced Ranking

4

8%

Total

50 100%

Analysis:

From the above table it is clear that 56% of the respondents opinioned that

the method of appraisal is confidential report, 20% of the respondents

opinioned that the method of appraisal is rating scale,16% of the respondents

opinioned that method of appraisal is check list and 8% of respondents

opinioned that the method of appraisal is other methods

CHART 4.2

Method of Appraisal Followed

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16

56

20

8

Number Of Respondants

360 DEGREE EVALUATION

PERFORMANCE RANKING

EASY EVALUATION

FORCED RANKING

Inference: U.E.I ltd follows Performace Ranking method for performance

appraisal.

Table-4.3

PERFORMANCE APPRAISAL IS UNBIASED IN ORGANIZATION

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Opinion Number of

respondents

Percentage

Yes

26 52%

No

24

48%

Total

50 100%

Analysis:

From the above table 52% of the respondents do not agree that the

performance appraisal is unbiased in the organization. and remaining 48%

agree that there is unbiased performance in the organization.

Chart-4.3

PERFORMANCE APPRAISAL IS UNBIASED IN THE ORGANIZATION

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46

47

48

49

50

51

52

YES NO

52

48

Inference: It is concluded that 48%of the respondents do not agree that the

performance appraisal is unbiased in the organization.

Table 4.4

BETTER COMMUNICATION BETWEEN EMPLOYERS AND EMPLOYEES

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Response

No Of Respondents Percentage

Yes

35

70%

No

15

30%

Total

50

100%

Analysis:

From the above table 70% of the respondents agree that the performance

appraisal provides better communication between employer and employees.

and remaining 30% do not agree that performance appraisal provides better

communication between employer and employees.

Chart-4.4

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PERFORMANCE APPRAISAL PROVIDES BETTER COMMUNICATION

BETWEEN EMPLOYERS AND EMPLOYEES

0

10

20

30

40

50

60

70

YesNo

Inference: that 70% opinioned that Appraisal provides better communication

between employer and employees,

Table 4.5

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PERFORMANCE APPRAISAL SYSTEM AS AN EFFECTIVE TOOL FOR

MOTIVATION OF EMPLOYEES

Response

No of

Respondents

Percentage

Yes

41

82%

No 9 18%

Total 50

100%

Analysis

From the above table its clear that 82% agree that performance appraisal

system is a effective tool for motivation of employees. whereas 18% dont

think that its a effective tool for motivation..

Chart 4.5

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PERFORMANCE APPRAISAL SYSTEM AS AN EFFECTIVE TOOL FOR

MOTIVATION OF EMPLOYEES

0

10

20

30

40

50

60

70

80

90

YES NO

82

18

Inference: that 82% agree that performance appraisal system is a effective

tool for motivation of employees

Table 4.6

Promotion as a Part of Performance Appraisal

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Response No Of Respondents Percentage

Agree 25 50%

Strongly Agree

15 30%

Neutral 10 20%

Disagree 0 0%

Strongly Disagree 0 0%

Total 50 100%

Analysis:50% of the respondents believes promotion should form a part of

appraisal .another 30% also feels the same where as the remaining 20%

remained neutral.

Chart 4.6

PROMOTION IS A PART OF PERFORMANCE APPRAISAL

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25

15

10

0 00

5

10

15

20

25

30

Agree Strongly Agree Nuetral Disagree Strongly Disagree

Inference: 50 % opinioned that promotion should form a part of appraisal.

Table 4.7

SATISFACTION WITH THE PRESENT PERFORMANCE APPRAISAL SYSTEM

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Response Number of

respondents

Percentage

Yes 32

64%

No

18

36%

Total 50 100%

Analysis: From the above table 64% of respondents are satisfied with the

present performance appraisal system.36% of respondents are not satisfied.

Chart 4.7

SATISFACTION WITH THE PRESENT PERFORMANCE APPRAISAL SYSTEM

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0

10

20

30

40

50

60

70

Yes No

Response

Inference:

It is concluded that 64% of respondents are satisfied with the present

performance appraisal system

Table 4.8

Satisfaction with performance after the appraisal of performance

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Response

No of respondents Percentage

Agree

28

56%

Disagree 22

44%

Total 50

100%

Analysis:

From the table its clear that 56% agrees to improvement in their performance

after the performance appraisal. Where as 44% dont agree that the

performance appraisal led to improvement in their performance.

Chart 4.8

Satisfaction with performance after the appraisal of performance

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0

10

20

30

40

50

60

AgreeDisagree

56

44

Inference: that 56% agrees to improvement in their performance after the

performance appraisal

Table 4.9

Awareness about the technical aspects of the company

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Response

No of respondents

Percentage

Aware

36

72%

Unaware

14 28%

Total 50 100%


98/122

Analysis:

From the table its clear that 72% are aware about the technical aspects of the

company. Where as 28 % dont agree that the performance appraisal led to

improvement in their performance.

Chart 4.9

AWARENESS ABOUT THE TECHNICAL ASPECTS OF THE COMPANY

Inference:72% are aware about the technical aspects of the company.

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0

10

20

30

40

50

60

70

80

AWARE UNAWARE

72

28


99/122

Table 4.10

SATISFACTION WITH THE FEEDBACK OF PERFORMANCE APPRAISAL

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Responses Number of

respondents

Percentage

Satisfied

15 30%

Highly Satisfied08 16%

Neutral 05 10%

Dissatisfied 12 24%

Highly Dissatisfied10 20%

TOTAL 50 100%


100/122

Analysis:

From the above table 30%of the respondents are satisfied with the feedback

of performance appraisal.16% are highly satisfied.20% of the respondents are

highly dissatisfied and another 10% had no opinion and remaining 24% are

dissatisfied with the feedback

Chart 4.10

SATISFACTION WITH THE FEEDBACK OF PERFORMANCE APPRAISAL

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0

5

10

15

20

25

30

Satisfied

Highly

Satisfied Nuetral

Dissatisfied

Highly

Dissatisfied

30

16

10

24

20

Respondents

Inference: 30 %of the respondents are satisfied with the feedback of

performance appraisal.

Table No 4.11

Satisfaction with Job security

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Response No of Respondents Percentage

Strongly agree 12 24%

Agree 18 36%

Neutral 08 16%

Disagree 06 12%

Strongly disagree 06 12%

Total 50 100%

Analysis: 24% of the respondents strongly agree that the job security is good

the company. 36% of the respondents agree that the job security is good in

the company.16% of the respondents neutral in their opinion that the job

security is good in company.12% of the respondents disagree that job security

is good in the company.12% of the respondents strongly disagree that job

security is good in the company

Chart No 4.11

Satisfaction with the present job security

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0

5

10

15

20

25

30

35

40

Strongly agree Agree Neutral Disagree Strongly

disagree

Inference: 36 % of respondents agree that job security is good in the

company

TABLE NO 4.12

Compensation is fixed on the basis of performance appraisal

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Analysis:

From the above table it is clear that 32% of the respondents opinioned that

compensation is fixed on the basis of performance appraisal system and 68%

of the employees opinioned that it is not fixed on the basis of performance

appraisal system.

Chart 4.12

Compensation on the basis of performance appraisal

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RESPONSE

NO.OF

RESPONDENTS PERCENTAGE

Agree

16

32%

Disagree

34

68%

Total 50 100%


105/122

0

10

20

30

40

50

60

70

Agree Disagree

32

68

Inference: 68 % stated that compensation is not fixed on the basis of

performance appraisal system.

TABLE NO 4.13

Work load at U.E.I

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RESPONSE

NO.OF

RESPONDENTS PERCNTAGE

Heavy

12

24%

Medium

30 60%

Light 08 16%

Total 50

100%

Analysis:

From the above table it is clear that, 60% of the respondents opinioned that

work load at U.E.I is medium, 24% of the respondents opinioned that work

load at U.E.I is heavy and 16% respondents opinioned that it is light.

CHART NO 4.13

Work load at U.E.I

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0

5

10

15

20

25

30

Heavy Medium Light

Inference:

60% of the respondents opinioned that work load at U.E.I is medium,

TABLE NO 4.14

Counseling is given to the employees to improve their performance

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Response No of respondents Percentage

Yes 32 64%

No 18 36%

Total 50

100%

Analysis:

From the above table it is clear that 64% of the respondents agreed that

counseling is provided for employees in the company, and, 36% of the

respondents disagree with this statement.

CHART NO 4.14

Counseling is given to the employees to improve their performance

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0

10

20

30

40

50

60

70

Yes No

Response

Inference: From the table its clear that 64% of the respondents agreed that

counseling is provided for employees in the company

TABLE NO 4.15

The trade union do necessary step for good working condition.

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Response Opinion of

respondents

Percentage

Yes

38 76%

No

12

24%

Total

50

100%

Analysis:

From the above table it is clear that 76% agreed that trade union involve to

ensure good working conditions, whereas other 24% are not satisfied with

trade unions role in ensuring better working conditions..

Chart 4.15

The trade Union do necessary steps for ensuring good working condition

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0

10

20

30

40

50

60

70

80

Yes No

Response

Response

Inference:

From the above chart 76% agreed that trade union involve to ensure good

working conditions in U.E.I

CHAPTER -5

SUMMARY OF FINDINGS AND CONCLUSION

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FINDINGS

1. From the analysis it is identified that majority of respondents agree to the

systematic assessment of performance in the company.

2. Majority of the respondents agree that performance appraisal system is an

effective tool for the motivation of employees.

3. It is identified from the analysis that a good majority of the respondents

specify that performance ranking method is used for assessment of

performance in the company.

4. From the analysis it is observed that a good majority of the respondents

have improved their communication between employees and employers.

5. There is a systematic job evaluation approach performed in UE ltd.

6. from analysis it is observed that majority of respondents are aware about

importance Of performance appraisal approach.

7. The employees in UEI ltd are provided with sufficient training to improve

their performance

8. It is identified that majority of the respondents have awareness about

technical aspects of the company.

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9. Majority of the respondents do not agree that the assessment of

performance is based on comprehensive analysis of performance report.

10. It is Observed that majority of the respondents are satisfied with the

present performance appraisal technique.

11. The assessment of performance is evaluated in a weekly base in UE ltd.

12. from analysis it is observed that majority of the respondents are satisfied

with their present performance feedback.

13. From the analysis it is identified that a good majority of respondents had

improved their efficiency and ability after the assessment of performance

appraisal in the company.

14. Majority of the respondents agree that promotion is and forms a part of

performance appraisal.

CONCLUSION

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Performance appraisal is the structured formal interaction between a

subordinate and supervisor, where the work performance of the subordinate is

to be taken into consideration, with a view to identifying weaknesses and

strengths as well as opportunities for improvement and skilled development.

There is still some improvement to be

Nabeel Final Project

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