Sanjeeda Summer Internship Project (2)

8/6/2019 Sanjeeda Summer Internship Project (2)

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Summer

Project

Report

Submitted in partial fulfillment of the requirements for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted By

SANJEEDA

REG NO: MA90599

Under the guidance ofMR. SATYANARAYANAN

NEW COLLEGE INSTITUTE OF MANAGEMENT

(Affiliated to University of Madras)

#87, Peters road, Royapettah,

Chennai - 600 014.

NEW COLLEGE INSTITUTE OF

MANAGEMENT

1

A Study on Performance Appraisal System in

L.M.S.GANI MOHAMED & COMPANY


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NEW COLLEGE INSTITUTE OF MANAGEMENT

(Affiliated to University of Madras)

#87, Peters road, Royapettah, Chennai - 600 014.

April-2010

BONAFIDE CERTIFICATE

This to certify that the project work entitled A STUDY ON PERFORMANCE

APPRASIAL SYSTEM L.M.S.GANI MOHAMED & CO is a bonafide work done by

SANJEEDA in partial fulfillment of the requirement for the award of Master of Business

Administration by Madras University during the academic year 2009-2011.

GUIDE HEAD OF THE

DEPARTMENT

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DECLARATION

I, SANJEEDA (Reg. no: MA90599) Bonafide student of Business Studies, New

College Institute of Management, affiliated to University of Madras hereby declare that

Project entitled A STUDY ON PERFORMANCE APPRAISAL SYSTEM was

prepared towards the partial fulfillment of Master of Business Administration (M.B.A)

final year Degree course from the University of Madras. The report was prepared by my

own effort and it has not been produced earlier towards the award of any other degree or

diploma from the same university.

PLACE : Signature

DATE :

(SANJEEDA)

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ACKNOWLEDGEMENT

First and foremost, I am very thankful to the Lord Almighty for having best owned

upon his grace, without which I would not have got the strength to complete my course.

I express my gratitude to, Mr. BALASUBRAMANIYAN Director New College

Institute of Management.

My special thanks to my college Principal Dr. C KALEEMULLAH for extending

me moral support during the course of this work

It is a very great pleasure to thank my internal guide,

Mr.SATYANARAYANAN for his valuable suggestion, encouragement &

unceasing help rendered to me. It has been an honor & pleasure to work under him.

I also express my gratitude & respect to all faculty members of Department of

Management Studies for having encouraged me throughout the training & preparation of

the report.

I wish to place my performed gratitude & indebtness to Mr. G.M.SHEIK

Managing Director, of L.M.S.GANI MOHAMED & CO CHENNAI for granting me to

undergo my training at this prestigious company.

I thank my external guide Mr. V.RAJA MOHAN Asst manager HR Dept

L.M.S.GANI MOHAMED & CO for his immerse help and support rendered on me

during my project. I also express my gratitude & respect to all the staff members ofL.M.S.GANI MOHAMED & CO CHENNAI.

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CONTENT

CHAPTER 1

1.1 Introduction

1.2 Objectives of the study

1.3 Scope of the study

1.4 Limitation of the study

1.5 Research Methodology

1.6 Operational definition of the concept

1.7 Learnings in the Executive training

1.8 Awards/ Rewards received during the E.T

CHAPTER 2

2.1 Company Profile

CHAPTER 3

3.1 Human Resource Development (Performance Appraisal)

3.2 Bell Shaped Curve

CHAPTER 4

4.1 Data Analysis

4.2 Interpretations and findings

4.3 Suggestions

4.4 Recommendations

4.4 Conclusions

4.5 Bibliography

4.6 Questionnaires

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CHAPTER I

INTRODUCTION

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In the so highly competitive and rapidly changing environment to

survive the companies need well trained and skilled worker. India is a

very rich country in the term of resources, weather natural or technical

and scientific .But it is very sad to state that India, till now, has not

perfectly learnt how to develop its man power and tap its human

resources for the betterment of its citizenry and business goal.

For summer training I got an opportunity to do my summer

training in L.M.S GANI MOHAMED & CO because it is one of the

biggest, well established and renowned in its field and serious about

training its worker and intent to make it understood that they really

care for them.

OBJECTIVES OF STUDY

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To understand the Performance Appraisal activities of L.M.S. GANI

MOHAMED & CO.

To find out if the Performance Appraisal activities help the employee

in his performance.

Take the response of employees towards the Performance Appraisal

activities carried on upon them.

SCOPE OF THE STUDY

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The topic chosen Performance appraisal was aimed for the betterment

of the organization in terms of quality as well as quantity. The scope of

the study under mentioned points depicts the same.

1. To increase the productivity by increasing the level of performance.

2. The programme would help the organization in meeting it future

personal need.

3. The programme will help the employee in their personal group by

improving their knowledge as well as skill.

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LIMITATIONS OF THE STUDY

1. Lack of expertise trainer handed in the prosecution of Performance

Appraisal programme.

2. Lack of feeling in people of against the awareness for the

Performance Appraisal programme.

3. Search for the exact Appraisal was also difficult to define.

4. The employees are very busy in their work. So it is not possible to

set at complete information from them.

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RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Research methodology helps in solving the research problem i.e. it is a

way of systematically solve the research problem. It may be understood as a science of

studying how research is done scientifically. It contains various steps that are generally

adopting by a researcher in studying his research problem along with the logic being

them.

Research Method Adopted

Descriptive research has been adopted for this study. Descriptive research

includes survey and fact-findings by consulting the respondents through questionnaire in

a direct interview.

Descriptive research design is used to find suggestions for the research

problems. It is rigid and formal. Descriptive study provides clear specification of who,

what, where, why and show respects of the research. It includes also the involved more

specific hypothesis and testing of them through statistical inference technique.

Data Collection Method

Most of the study is based on the primary data. The primary data refers to

fresh data collected for the study by the researcher with own personal effort. The needed

primary data is collected through survey method by the way of questionnaire. The

secondary data has been collected through the various records, documents and others.

Research Instrument

A questionnaire is a format list of questions to be answered in the survey.

A structured questionnaire is the research instrument. Likert type scale are developed by

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utilizing the item analysis approach where in a particular items is evaluated on the basis

of how well it discriminates between those persons whose total score is high and those

whose score is low.

Sampling Design

The survey adopted was area sampling. Area sampling design constitutes

geographical clusters. Area sampling is less expensive than most other probability

sampling designs, and it is not dependent on a population frame. It is useful for decisions

relating to particular location.

Sample Size

The sample size is of 50 employees, fromL.M.S.GANI MOHAMED & CO.

STATISTICAL TOOLS TO BE USED FOR ANALYSIS

PERCENTAGE METHOD

Percentage refers to a special kind of ration. Percentages are used in

making comparison between two or more series of data. They are used to describe

relationship. Moreover percentage can also be sued to compare the relative turns, the

distributors of two or more series of data.

No. of respondentsPercentage of respondents = -----------------------------x 100Total respondents

CHART

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Column Chart

Pie Chart

OPERATIONAL DEFINITION OF THE

CONCEPT

PERFORMANCE APPRAISAL SYSTEM

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Performance appraisal is a process of evaluating employee

performance for the

Purpose of placements, selections for promotions, career planning,

financial rewards, motivation etc, and performance appraisal seeks to

achieve following objective.

To assess the performance, personal attributes and potential of the

employee.

Performance based rewards in terms of promotion, increments etc.

To identify training needs.

To assess strengths, areas of improvements and give feedback to

the employee.

PERFORMANCE APPRAISAL PROCESS

1. HR to prepare the Appraisal Form of individual employee to be

appraised and send it to concerned Reviewing Officer/HOD.

2. Reviewing Authority/HOD will arranged distribution of form to

individual employee

Through Appraising Officer/S.H.

3. Employee shall fill his part in the Appraisal form in the appraisal

form and shall hand over the same to Reviewing Officer/S.H.

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CHAPTER II

COMPANY PROFILE

L.M.S Gani Mohamed &CO.,

Chennai, Tamil Nadu, India

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Leather Products - Manufacturer, Export / Import,Proprietorship Firm Since 1980India based L.M.S. Gani Mohamed &CO., is a globally respected namein the manufacture and export of finished leather and leather shoeuppers.

L.M.S. Gani Mohamed & CO. was founded in the early 1980 by Mr.G.M.Sheik with a dream to mature into a leading player in the Indianleather industry. From a humble beginning the company has reallygrown from strength to strength to emerge as a part a core group thatcommands a respectable turnover.The company has bloomed from its infancy to the repute of today inthe industry, thanks to the superlative guidance from Mr. G.M.Sheikwho has more than 25 years of experience in the industry. Thiscompany is a globally recognized name in the manufacture and export.The company caters to the demands of the full chrome goat suedemarket. A history of supplying to the leading companies will justify our

claims to excellence.With forays into discerning overseas markets in Italy, Germany,France ,Australia ,Honk Kong ,USA and Spain we have successfullylived up to the expectations of the global buyers who accept nothingbut the best. Farida Leather has established a strong network of supplychain for sourcing of Finished Leather, Leather Shoes and Leather ShoeUppers of international renown.This company has 2 tanneries in Ranipet and 1 shoe unit in Thiruvallamthat all equipped with all the needed machineries and importedtechnology for working towards one goal untidily: QUALITYProducts:

Manufacturers and Exporters of Finished Leather, Leather Shoes,Leather Garments and Leather Shoe Uppers. Finished Leathers:- Fullchrome goat Glazed Kid , Full chrome Nappa Kid, Full chrome VelvetKid Full chrome Kashi Kid, Full chrome Metallic Kid, Full chrome Foil Kid,Full chrome Glazed Milled, Full chrome Shoe Suede, Semi chromeGlazed Kid, Semi chrome Glazed Milled, Semi chrome Shoe Suede,Garment Leathers:- Full chrome Goat Garment Suede, Full chromeNappalan, Full chrome Nappa, Full chrome Garment Article, Fullchrome Sheep Nappa, Semi chrome Goat Garment Suede

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CHAPTER III

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HUMAN RESOURCE DEVELOPMENT

Performance appraisal

Company considers its human resources as the most valuable

resources for its growth & development. Performance appraisal seeks

to achieve the following.

1. To set realistic & challenging targets/ key performance area on

annual basis for the individual.

2. To assess employees performance based on person attributes. Job

performed targets achieved/ specific achievements.

3. To assess the strengths, weakness& potential of the employee.

4. Performance based reward in terms of increment& promotion etc.

Appraisal period

Appraisal period is from April to March. Every employee is

appraised at the end of the Appraisal period. Employees joining during

appraisal are appraised on completion of their one year service&

employees joining after March are appraised in next appraisal.

Method of appraisal

The employees performance is appraised by the

department & sectional head in consultation with his immediate

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supervisor on personal attributes, job performed targets achieved/

specific achievement. Finally the appraisal is reviewed & approved by

the review committee to ensure uniformity& objective.

Appraisal feedback

1.The appraisal is being discussed with the employee by the appraisee

to.

2. Feed back about his performance, strength& weakness employee is

also suggested area of consolidation& improvement.

Employees co-operation

The appraisal system requires active because its

effectiveness depends on realistic self assessment & positive approach

towards the feedback.

Training & development

Training & development is an important aspect of the

H.R.D. The company believes in training & development of its

employees. To take higher responsibility and to meet the challenges of

the individual employee is assessed by his sectional & departmental

head in consolation with employee. In our & outstation programs are

arranged for employees by H.R.D. on recommendation of sectional &

departmental head.


Performance appraisal is a process of evaluating employee

performance for the purpose of placements, selections for promotions,

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career planning, financial rewards, motivation etc, and performance

appraisal seeks to achieve following objective.

To assess the performance, personal attributes and potential of the

employee.

Performance based rewards in terms of promotion, increments etc.

To identify training needs.

To assess strengths, areas of improvements and give feedback to

the employee.

INDIVIDUAL COMPONENTS DEFINED

ATTRIBUTES

There are seven specific and major attributes that

have been broken into sub components against which ratings to be

provided. The various attributes are explained.

WORK PLANNING

ABILITY TO PLAN

ORGANISE

EXECUTE

MEET DEADLINES

INTEGRITY

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RESPONSIBILITY

COMMUNICATION

ARTICULATING

PERSUASION

SUPPORT

CONFIDENCE

CONCEPTUAL DEPTH

VISION

LONG RANGE PLANNING

VERSATILITY

CREATIVITY AND INNOVATION

OVERALL BUISNESS APPROACH

TECHNICAL BASIS appreciates the technical up gradations and the technological

applications in the organization.

FINANCIAL KNOWLEDGE has been appreciated of the financial ratios and

instruments.

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STRATEGIC PRIORITIES has appreciation of situations and strategies based on those

situations

CONSUMER DRIVEN has a customer friendly approach to both internal and external

customer.

AREAS OF STRENGTH

As a part of the performance review discussions, the appraisee, section Head and HOD

should individually list out three most important strengths in the appraisee, in order to

utilize the same optimally and develop it for future productivity.

AREAS OF IMPROVEMENT

The appraise, section Head and the HOD should individually list out three most important

areas requiring improvement, of the appraise. This will develop the employee in

identifying his own development needs and make suitable learning processes to overcome

these areas.

KEY TRAINING AND DEVELOPMENT

The appraisee, Section HEAD and the HOD should individually list out important

training needs of the appraisee for him to impart his specific functions of his job

effectively and in the manner that generates optimum output.

This section of form can also help the Departmental Heads and the HR Manager to plan a

training calendar for the employee and effectively conduct the same.

RATINGS

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Ratings in the terms are to be awarded to the individual, by his immediate superior and

the departmental head in the specific columns. The points are given as:

OUTSTANDING (OS)

COMMENDABLE (CO)

MEET EXPECTATIONS (ME)

NEEDS IMPROVEMENT (NI)

UNSATISFACTORY (US)

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A

PROJECT REPORT

O

25

Scale Rating Standard Actual

0.05 OS 3 2

0.2 CO 12 150.5 ME 31 29

0.15 NI 9 11

0.1 US 6 4

61 61

piu stores

12

6

31

3 9

29

15

2

11

40

5

10

15

20

25

30

35

OS CO ME NI US

ratings

numbers

Standard Actual


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MULTIPLE PURPOSES OF PERFORMANCE APPRAISAL

General applications Specific purpose

Developmental uses

Identification of individual needs.

Performance feedback.

Determining transfers and job assignment.

Identification of individual strengths and

developmental needs.

Administration uses

Salary

Promotion

Retention and termination

Reorganization of individual performance.

Lay off

Identification of poor performance

Organizational

maintenance/objective

HR planning determining training need

Evaluation of goal achievement

Information of goal identification

evaluation of HR system

Documentation

criteria for evaluation research

Documentation for HR decision

helping to meet legal requirement

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What methods

When to

evaluate

What to

evaluate

How to solve

What problems

Who are the

partners

Whose

performance

Formal v/s

informal

Appraisal

design

ISSUES IN APPRAISAL PROGRAMMES

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Performance appraisal system in any organization depends substantially on five factors

concept, criteria, context, culture and contingency.

Concept: - The performance dimensions are several. They include duties,

responsibilities, behavior and traits. Performance appraisal involves at least two

persons/parties: the appraiser (who does the appraisal) and the appraise (Whose

performance is being appraised).

Appraise expect Appraiser should

To know what his duties and Prepare job descriptions

Responsibilities are

To know what is expected of Facilitate appraisee to set

him and whether the expectations goals/targets

are reasonable enough

to know how he is doing Analyze results with appraisee

To have appraisers help, if needed Advice, guide, coach & counsel

Rewards to be commensurate with Reward for good results

Performance

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Criteria: - Several performance measures such as output, quality, punctuality, cost

control contribution, job knowledge, discretion, initiative, team work, resourcefulness

honestly, and leadership qualities are usually reckoned as some of the criteria against

which performance is assessed.

Context: - The top management philosophy values and belief system in the

organization influence the notions about people in the organizations and the type of

control, motivation and communication systems.

Culture: - The cultures of people in general seem to affect appraisal system. Studies

and commentaries on Indian organizations seem to point to a pattern where the loyalties

of employees are more to the people than to the tasks or to organizations.

Contingency: - There is a systematic effort to link performance appraisal to other sub-

systems of human resource management such that all personnel decisions use the

performance appraisal data as a critical input, it becomes difficult to impart seriousness in

to the system. The result would be apathy on the point of both the appraiser and the

appraisee to the entire process.

Methods of appraisal-

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

determine method(s) of evaluation. All the approaches to appraisal can be classified

into:-

(i) past-oriented methods

(ii) future oriented methods

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Rating Scale

Cost accounting Checklists

Essay ForcedChoice

Tests and ForcedObservation distribution

Field review critical incidentBARS

Appraisal

methods

Appraisal Techniques

Different techniques are used for performance appraisal.

They include:-

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Methods

Future oriented

Appraisal by objectives Management by objectives

Trait Appraisal

Rating Scales &Ranking Technique 360Performance appraisal

Simple or straight Ranking

Forced distribution Ranking Psychological appraisals

Paired comparison

The critically incident method Assessment Centers

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PAST ORIENTED APPRAISALS

Appraisal by objectives: - The objectives for the evaluation period (usually 12 months)

are determined through joint discussion and negotiation between the superior and

subordinate. This system is followed even in organization which does not have a formal

programme of Management by Objectives. Invariably, in many organizations where the

objectives are predetermined, Key performance Areas (KPAs) or Key Result Areas

(KRAs) are also decided in advance through joint effort.

Confidential Report: - A confidential report is a report on the subordinate by the

immediate superior and covers a limited range of aspects like the candidates strengths,

weakness, major achievements or failures and information on some personality traits and

behavior aspects. The confidential report system is usually a descriptive one and permits

a lot of subjectivity.

Trait Appraisal: - Commonly used individual traits include several distinguishing

characteristics firmly anchored in human behavior that manifest themselves on the job

and influence performance. These characteristics include the following listed below.

Ability for sustained hard work Drive

Acceptance of responsibility Effort

Adaptability Efficiency

Analytical ability Honesty

Appearance Industriousness

Attendance Initiative

Attitude towards criticism Integrity

Capacity to train Intelligence

Commitment to task Judgment

Communication Leadership

Conduct Loyalty

Confidence Motivation

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Rating Scales :- These are techniques where performance is measured through assigning

numbers (0 to 4, 1 to 5 or 1 to 9), (A to D or E) or words which are descriptive adjectives

(e.g., outstanding, very good, good, fair, poor) to items or events to describe differences.

In all rating scales, most organizations are finding it useful to have an extra column ot

record N.A. (not applicable) or N.O.

(Not observed) or any other comment as appropriate.

Ranking Technique: - Ranking techniques encourage superior or peers to rank-order all

their subordinates or peers as the case may be. This is a form of comparative

measurement.

Simple or straight Ranking: - This technique provides for an ordinal scoring; first,

second, third and so on.

Forced Distribution Ranking: - This is ranking technique where raters are required to

allocate a certain percentage of rates to certain categories (e.g., superior, above average,

etc.) or percentiles (e.g. Top 10%, Bottom 20% etc.) Both the number of categories and

percentage of employees to be allotted to each category are a function of the performanceappraisal design and format.

Paired Comparison: - This technique requires the rater to appraise which of the two

employees is superior, instead of having to rank order all the employees in the same work

unit doing the same job. This is widely used when one is comparing a small number of

people.

Narrative or Descriptive Methods: - The ongoing search for newer and better

techniques of appraising employees performance led to several descriptive methods.

These include the essay and the critical incident methods among others.

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The Essay method :- In this method, the rater describes the rate in terms of several broad

categories such as the persons strengths and weakness, major achievements and failures,

potential training and development needs and overall performance of the rater.

The Critical Incident method: - This method requires the rater to maintain a record of

major observations of what he feels are work behaviors critical to the difference between

success and failure. It provides information based on systematic observation of actual job

performance.

Behaviorally Anchored Rating Scales (BARS):- These are descriptions of various

degrees of behavior relating to an aspect of performance dimension. The behaviors are

described for a set of intervals ranging from the most negative to most positive.

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FUTURE ORIENTED APPRAISALS

Management by objectives: - It was peter F. Drucker who first gave the concept of

MBO to the world way back in 1954 when his The Practice of Management was firstpublished.

Application of MBO in the field of performance appraisal is a recent thinking.

MBO works can be described in four steps:-

1. To establish the goals for each subordinate that he has to attain.

2. Involves setting the performance standard for the subordinates in a previously

arranged time period.

3. The actual level of goal attainment is compared with goals agreed upon.

4. Establishing new goals and, possibly, new strategies for goals not previously

attained.

Psychological Appraisals: - Large organization employs full-time industrial

psychologists. When psychologists are used for evaluations, they assess an individuals

future potential and not past performance. The appraisal normally consists of in-depth

interviews, psychological tests, discussions with supervisions and a review of other

evaluations. The psychologist then writes an evaluation of the employees intellectual,

emotional, motivational and other work-related characteristics that suggest individual

potential and may predict future performance. From these evaluations, placement and

development decisions may be made to shape the persons career.

Assessment Centres:-

An assessment Centre is a central location where managers maycome 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 to

three days, by observing (and later evaluating) their behavior across a series of selected

exercises or work samples.

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360 Performance appraisal:

The appraiser may be any person who has thorough knowledge about the job content,

contents to be appraised, standards of contents, and ethos deserves the employee while

performing a job. The appraiser should be capable of determining what is more important

and what is relatively less important. He should prepare reports and make judgment

without bias.

Typical appraisers are:

Supervisors

Peers

Subordinates

Employees

Users of services and consultants.

Performance appraisal by all these parties is called 360performance appraisal.

Supervisors:

Supervisors include superiors of the employee, other supervisors having knowledge about

the work of the employee and department head or manager. General practice is that

immediate superiors appraise the performance, which in turn is reviewed by the

departmental head or manager.

This is because supervisors are responsible for managing their subordinates and they have

the opportunity to observe, direct and control the subordinate continuously. Moreover,

they are accountable for the successful performance of their subordinates. Sometimes

other supervisors, who have close contact with employee work also, appraise with a view

to provide additional information.

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On the negative side, immediate supervisors may emphasize certain aspects of

employee performance to neglect others. Also, managers have been known to manipulate

evaluations to justify their decisions on pay increases and promotions. However, the

immediate supervisor will continue to evaluate employee performance till a better

alternative is available. Organizations no doubt, will seek alternatives because of the

weaknesses mentioned above and a desire to broaden the perspective of the appraisal.

Peers:

Peer appraisal may be reliable if the work group is stable over a reasonably long period of

time and performance tasks that require interaction. However little research has been

conducted to determine peers establish standards for evaluating others or the overall

effect of peer appraisal on the groups attitude. Whatever research was done on this topic

was mostly done on military personnel at the management or pre-management

level(officers or officer candidates) rather than on employees in business organizations.

More often in business organizations if employees were to be evaluated by their own

peers, the whole exercise may degenerate into a popularity contest, paving the way for the

improvement of work relationship.

Subordinates:

The concept of having superiors rated by subordinates is being used in most organizations

today, especially in developed countries. Such a novel method can be useful in other

organizational settings where the relationship between superiors and subordinates are

cordial. Subordinates rating in such cases can be quite useful in identifying component

superiors. The rating in such cases can be quite useful in identifying component

superiors. The rating of leaders by combat soldiers is an example. However, the fear of

reprisal often compels a subordinate to be dishonest in his ratings. Though useful in

universities and research institutions, this approach may not gain acceptance in traditional

organizations where subordinates practically do not enjoy much discretion.

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Self Appraisal:

If individuals understand the objectives they are expected to achieve and standards by

which they are to be evaluated, they are to great extent in the best position to appraise

their own performance may become highly motivated.

Users of services customers:

Employee performance in service organizations relating to behaviors promptness, speed

in doing the job and accuracy, can be better judged by the customers or users of services.

For example, teachers performance is better judged by student and the performance of a

conductor in passenger road transport is better judged by passengers.

Consultants:

Some consultants may be engaged for appraisal when employee or employers do not trust

supervisor appraisal and management does not trust the self-appraisal or peer appraisal or

subordinate appraisal. In this situation, consultants are trained and they observe the

employee at work for sufficiently long time for the purpose of appraisal.

In view of the limitations associated with each and every method discussed above, several

organizations follow a multiple rating system wherein several superiors separately fill out

rating forms on the same subordinates. The results are then tabulated.

DESIGN OF AN EFFECTIVE APPRAISAL SYSTEM

It is useful to focus on aspects such as the following so that the appraisal system can be

effective:

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1. Appraisal objectives and uses should be specific, clear, relevant, timely, adequate,

open and fair.

2. It should be an ongoing process of managing performances with employee

actively participating and supervisor playing the role of coach and developer.

3. The information generated should be tailored to the needs of the organization,

performance requirements and norms of behavior.

4. Recognize individual differences in system design. Identify the needs of rates in

terms of feedback, mobility, Self esteem etc.

5. The overall purpose should be developmental than judgmental. It is important to

separate evaluation of performance and potential.

X

IMPLICATIONS FOR PERFORMANCE AND SATISFACTION

Selection Practices:-

An organizations selection practices will determine who gets hired.

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If properly designed, it will identify competent candidates and accurately match

them to the job.

The use of the proper selection device will increase the probability that the right

person will be chosen to fill a slot.

Training and Development Programs:-

Training programs can affect work behavior in two ways.

First Benefit

The most obvious is by directly improving the skills necessary for the employee

to successfully complete his/ her job. An increase in ability improves the employees potential to perform at a higher

level.

Second Benefit

It increases an employees self-efficacy.

Self-efficacy is a persons expectations that he or she can successfully execute the

behavior required to produce an outcome.

Performance Evaluation:-

A major goal of performance evaluation is to assess accurately an

individuals performance contribution as a basis for making reward allocation decision.

If the performance evaluation process emphasizes the wrong criteria or

inaccurately appraises actual job performance, employees will be over- or under

rewarded.

This can lead to negative consequences such as reduced effort, increases in

absenteeism, or search for alternative job opportunities.

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Reward Systems:-

If employees perceive that their efforts will be accurately apprised and if they

further perceive that the rewards they value are closely linked to the evaluations, the

organization will have optimized the motivational properties from its evaluation and

reward procedures and policies.

We can conclude that rewards are likely to lead to high employee

performance and satisfaction when they are

(1) Perceived as being equitable by the employee.

(2) Tied to performance and

(3) Tailored to the needs of individual

Union Management Interface:-

The existence of a union in an organization adds another variable in our

search to explain and predict employee behavior.

The union has been found to be an important contribution to employees

perceptions, attitudes, and behavior. The informal norms that union cohesiveness fosters

can encourage or discourage high productivity, organizational commitment, and morale.

LEARNINGS IN THE EXECUTIVE TRAINING

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INDUCTION

5s (Japanese Technology)

KRA

QUALITY CIRCLES

COMPETANCY MAPPING

PRACTICAL WORK ON EXCEL

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CHAPTER IV

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DATA ANALYSIS & INTERPRETATION

1. Number of service years in this organization.

44

Question

Less than 5

Years

5-10

Years

10-15

years

More

than

15Sample Size 50

Employees

42 8 0 0

84

16

0

0

Less than 5 Ye

5-10 Years

10-15 years

More than 15


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Fig. 1.01

Findings: The response collected is based on the period of their

service in the organization. As company was set up in 2003 so the

years of service in the organization of most of the employees is less

than 5 years.

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.

Fig. 1.03

Findings: Near about 60% of the employees had not aware about

modern performance appraisal techniques.

47

Question Yes No

Sample Size 50

Employees

30 20

60

40


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4. Performance appraisal techniques make you better

eligible for promotion, demotion, & transfer.

QuestionAgreed Not agreed

Sample Size 50

Employees

40 10

Fig. 1.4

Fig. 1.04

Findings: The 80% of the respondents shows that PARs as a good

strategy to go ahead with promotion while 40% of respondents do not

agree with it.

48

80

20

Agreed

Not agr


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5. Do you think performance appraisal is useful or just a

waste of time?

Fig. 1.5

Fig. 1.05

Findings: More than 90% of the employees say that performance

appraisal is useful for their self-assessment and promotions. Thus, they

cannot ignore it. And rest of the employees thinks it as a waste of time.

6. Proper and adequate performance appraisal plays a

crucial role in your career development.

QuestionYes No

Sample Size 50

Employees

46 4

49

QuestionUseful

Waste of timeSample Size 50

Employees

92 8


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Fig. 1.06

Findings: 92% of the responses show that Performance Appraisal

Report helps a lot in the promotional activities

7. Does performance appraisal report is helpful in identifying

Training and Development need or it laid development plan

for you?

Question To a large

extent

To some

extent

Not at all

Sample Size 50

Employees

30 15 5

Fig. 1.7

50

92

8

Agree

Not a

50

40

10

To a large ext

To som e exte

Not at all


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Fig. 1.07

Findings: 50% of the respondents are satisfied by the performance

appraisal report as it helps them to understand the job profile and

helps in training need identification.

8. Performance appraisal is most of the time fair and

unbiased.

51

QuestionAgreed Not

agreedSample Size 50

Employees

42 8

85

15

Agreed

Not agre


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Fig. 1.08

Findings: 65 % of the respondents show that Performance Appraisal

report is time fair & unbiased.

9. Have you understood clearly, as to what is expecting fromyou?

QuestionYES No Cant say

Sample Size 50

Employees

20 11 19

Fig. 1.09

52

40

22

38

YES

No

Cant

x


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Findings: Near about 75% of the respondents, say that Organization

provides counseling after performance appraisal report.

11 Is 3600 technique an effective Performance appraisalsystem?

S.No Perception % of response1 Yes 48

2 No 28

3 Cant say 24

From the above figure we conclude that 48% of the respondents are

aware of the 3600 performance appraisal process.

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0

10

20

30

40

50

60

Yes No Cant say

% of response

% of response


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12 Is self appraisal technique of Performance appraisalsystem effective?

S.No Perception % of response

1 Yes 76

2 No 24

From the figure we conclude that 76% of the respondents say that

self appraisal technique is easier to evaluate performance

assessment process.

55

0

10

20

30

40

50

60

70

80

1 2 3

Perception

% of response


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13. Do you think Performance appraisal system willhelp in improving the effectiveness of the employees

S.No Perception % of response

1 Strongly agree 32

2 Agree 60

3 Disagree 8

4 Neutral 0

From the above figure we conclude that 60% of the respondents say

that the performance appraisal system will help them in improving

their effectiveness

FINDINGS

56

% of response

Strongly agree

Agree

Disagree


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1. The response collected is based on the period of their service in the

organization. As company was set up in 2003 so the years of service in

the organization of most of the employees is less than 5 years.

2. 80 % the employees had responded in favor of that they were aware

about performance appraisal.

3. Near about 60% of the employees had not aware about modern

performance appraisal techniques.

4. The 80% of the respondents shows that PARs as a good strategy togo ahead with promotion while 40% of respondents do not agree with

it.

5. More than 90% of the employees say that performance appraisal is

useful for their self-assessment and promotions. Thus, they cannot

ignore it. And rest of the employees thinks it as a waste of time.

6. 92% of the responses show that Performance Appraisal Report helps

a lot in the promotional activities.

7. 50% of the respondents are satisfied by the performance appraisal

report as it helps them to understand the job profile and helps in

training need identification.

8. 65 % of the respondents show that Performance Appraisal report is

time fair & unbiased.

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9. There is a close response from the respondents on Performance

appraisal report where on one hand (near about 40%) say that it

makes feel refreshed & know there better responsibility. On the other

hand some say that it has helped them in improving their skills not to

define their future responsibility and performance.

10. Near about 75% of the respondents, say that Organization provides

counseling after performance appraisal report.

11. 48% of the respondents are not aware of the 3600 performance

appraisal process.

12. 76% of the respondents say that self appraisal technique is easier to

evaluate performance assessment process.

13. 60% of the respondents say that the performance appraisal system

will help them in improving their effectiveness

RECOMMENDATIONS/ SUGGESTIONS

1. This situation realizes that there were 20% of the employees who

are unaware of the performance appraisal report which will be reduced

by providing them counseling.

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2. They should have to be aware about the performance appraisal

techniques because they have to pass through it for taking better

promotions & greater responsibility.

3. This shows there negligence towards their career & awareness.

Thus, it can avoid by providing enough information to employee with

the help of training & development exercise.

4. The 20% of respondents responses shows that they are not aware

about importance of performance appraisal report. They should be

aware about that how they can take promotion and greater

responsibility through better performance.

5. They have to introduced career development graphs and necessary

skills to reach that position after experiencing some years.

6. Respondents should have to better understand the job responsibility

and training need identification through schedule chart or through the

job analysis.

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CONCLUSION

CONCLUSION

It is truth that no work is completed in itself. In fact, completion of one

job is actually the beginning of another job. Likewise, performance

Appraisal is never ending process. It is essential for personal &

professional development.

This project has been considering all possible aspects mentioned in the

project booklet. The project is made very clear and precise with the

help of the relevant data gathered from the company, company

website & through various annexure.

In the concluding remark of my project report, I would like to state that

at L.M.S.GANI MOHAMED & CO, the employees are considered as most

valuable assets & strength for sustained growth & development of the

company.

They believe in investing continuously in human resource for their

growth. The company is led by young professionals. They have an open

work environment which is achievement oriented.

In spite of these merits, there are some demerits also in the company

that the goals of the company are not decided in advance and nofeedback fixed for workers and executives in L.M.S.GANI MOHAMED &

CO

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BIBLOGRAPHY

BIBLOGRAPHY

1) Human Resource Management

By K. Aswathapa


By L. M. Prasad


By S. K. Gupta


By Robbinson


By C. B. Gupta


By C. V. Memoria


By R. Sharma


By B. Ghosh

QUESTIONARE

Performance Appraisal Questionnaire

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L.M.S.GANI MOHAMED & CO

APPENDICES

Name:Dsignation/Post:

Salary Grade:Qualification:

Experience:

(1) No. of years of service in the organization:

(a) Less than 5 (b) 5-10(c) 10-15 (d) More than 15

(2) Do you aware about your performance appraisal or any evaluationdone by your superior.

(a) Yes (b) No

(3)Are your aware about the modern techniques used in yourperformance appraisal?

(a) Yes (b) No

(4)Performance appraisal techniques make you better eligible forpromotion, demotion, & transfer.

(a) Agreed ( ) (b) Not Agreed ( )

(5)Do you think performance appraisal is useful or just a waste of time?

(a) Useful ( ) (b) waste of time ( )

(6)Proper and adequate performance appraisal plays a crucial role inyour career development.

(a)Agreed ( ) (b) Not Agreed ( )

(7)Does performance appraisal report is helpful in identifying training &development need or it laid career development plan for you?

(a) To a large extent (b) To some extent (c) Not at all

(8)Performance appraisal is most of the time fair and unbiased.

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(a)Agreed ( ) (b) Not Agreed ( )

(9)Have you understood clearly, as to what is expecting from you?

(a) Yes (b) No

(10)Does the organization provide counseling after appraisal?

(a) Yes (b) No

(11) Is 3600 technique an effective Performance appraisal system?

(a)Yes (b)No (c) cant say

(12) Is self appraisal technique of Performance appraisal system effective?

(a) Yes (b) No

(13) Do you think Performance appraisal system will help in improving the effectiveness

of the employees?

(a) Yes (b) No

Any suggestions:

.. .

Sanjeeda Summer Internship Project (2)

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