Performance Appraisal Project
Performance Appraisal Project
Performance Appraisal Project
PROJECT ASSOCIATE:
Signature:
CERTIFICATE
This is to certify that the following student with the name Miss Md Sabreen Sultana
has successfully completed the project title PERFORMANCE APPRAISAL as part of the
She has done the project during the period JUN -2010 to JULY-2010, under guidance and
She has completed the assigned project well with in the time frame. She is sincere,
Firstly, I wish to express my gratitude and thanks to all the people who helped me in
keep up this project and for giving timely suggestions and his valuable guidance, to make
I sincerely thank to all of my friends whose cooperation and suggestions have helped me
(1) INTRODUCTION
(3)Industry profile
(7) Bibliography
HUMAN RESOURCE MANAGEMENT
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization’s most valued assets - the people working there who
individually and collectively contributes to the achievement of the objectives of the
business. The terms "human resource management" and "human resources" (HR) have
largely replaced the term "personnel management" as a description of the processes
involved in managing people in organizations In simple words, HRM means employing
people, developing their capacities, utilizing, maintaining and compensating their services
in tune with the job and organizational requirement
Human resource is a term used to describe the individuals who comprise the workforce
of an organization, although it is also applied in labor economics to, for example,
business sectors or even whole nations. Human resources is also the name of the function
within an organization charged with the overall responsibility for implementing strategies
and policies relating to the management of individuals (i.e. the human resources). This
function title is often abbreviated to the initials
Human resources are a relatively modern management term, coined in the 1960s The
origins of the function arose in organizations that introduced 'welfare management'
practices and also in those that adopted the principles of 'scientific management'. From
these terms emerged a largely administrative management activity, co-coordinating a
range of worker related processes and becoming known, in time as the 'personnel
function'. Human resources progressively became the more usual name for this function,
in the first instance in the United States as well as multinational corporations, reflecting
the adoption of a more quantitative as well as strategic approach to workforce
management, demanded by corporate management and the greater competitiveness for
limited and highly skilled workers.
History
The early development of the function can be traced back to at least two distinct
movements. One element has its origins in the late 19th century, where organizations
such as Cadburys at its Bourneville factory recognized the importance of looking after
the welfare of the workforce, and their families. The employment of women in factories
in the United Kingdom led to the introduction of "Welfare Officers". Meanwhile, in the
United States the concept of human resources developed as a reaction to the efficiency
focus of Taylorism or "scientific management" in the early 1900s, which developed in
response to the demand for ever more efficient working practices within highly
mechanized factories, such as in the Ford Motor Company. By 1920, psychologists and
employment experts in the United States started the human relations movement, which
viewed workers in terms of their psychology and fit with companies, rather than as
interchangeable parts.
During the middle of the last century, larger corporations, typically those in the United
States that emerged after the Second World War, recruited personnel from the US
Military and were able to apply new selection, training, leadership, and management
development techniques, originally developed by the Armed Services, working with, for
example, university-based occupational psychologists. Similarly, some leading European
multinationals, such as Shell and Phillips developed new approaches to personnel
development and drew on similar approaches already used in Civil Service training.
Gradually, this spread more sophisticated policies and processes that required more
central management via a personnel department composed of specialists and generalist
teams.
The role of what became known as Human Resources grew throughout the middle of the
20th century. Tensions remained between academics who emphasized either 'soft' or
'hard' HR. Those professing so-called 'soft HR' stressed areas like leadership, cohesion,
and loyalty that play important roles in organizational success. Those promoting 'hard
HR' championed more quantitatively rigorous management techniques in the 1960s.
In the later part of the last century, both the title and traditional role of the personnel
function was progressively superseded by the emergence, at least in larger organizations,
of strategic human resources management and sophisticated human resources
departments. Initially, this may have involved little more than renaming the function, but
where transformation occurred, it became distinguished by the human resources having a
more significant influence on the organizations strategic direction and gaining board-
level representation.
FUNCTIONS OF HRM
An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to
determine their essential factors) written into a job description so that the selectors know
what physical and mental characteristics applicants must possess, what qualities and
attitudes are desirable and what characteristics are a decided disadvantage;
• In the case of replacement staff a critical questioning of the need to recruit at all
(replacement should rarely be an automatic process).
• Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive.
For that reason some firms (and some firms for particular jobs) use external
expert consultants for recruitment and selection.
• Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from existing employers to the recruiting employer. However, the
'cost' of poor selection is such that, even for the mundane day-to-day jobs, those
who recruit and select should be well trained to judge the suitability of applicants.
To retain good staff and to encourage them to give of their best while at work requires
attention to the financial and psychological and even physiological rewards offered by the
organization as a continuous exercise.
Basic financial rewards and conditions of service (e.g. working hours per week) are
determined externally (by national bargaining or government minimum wage legislation)
in many occupations but as much as 50 per cent of the gross pay of manual workers is
often the result of local negotiations and details (e.g. which particular hours shall be
worked) of conditions of service are often more important than the basics. Hence there is
scope for financial and other motivations to be used at local levels.
As staffing needs will vary with the productivity of the workforce (and the industrial
peace achieved) so good personnel policies are desirable. The latter can depend upon
other factors (like environment, welfare, employee benefits, etc.) but unless the wage
packet is accepted as 'fair and just' there will be no motivation.
An organization needs constantly to take stock of its workforce and to assess its
performance in existing jobs for three reasons:
(a) Workers (and their informal and formal groups, i. e. trade union, organizations and
their representatives);
(b) Employers (and their managers and formal organizations like trade and professional
associations);
(c) The government and legislation and government agencies l and 'independent' agencies
like the Advisory Conciliation and Arbitration Service.
• Schemes for occupational sick pay, extended sick leave and access to the firm's
medical adviser;
• Schemes for bereavement or other special leave;
• The rehabilitation of injured/unfit/ disabled employees and temporary or
permanent move to lighter work;
• The maintenance of disablement statistics and registers (there are complicated
legal requirements in respect of quotas of disabled workers and a need for
'certificates' where quota are not fulfilled and recruitment must take place);
• Provision of financial and other support for sports, social, hobbies, activities of
many kinds which are work related;
• Provision of canteens and other catering facilities;
• Possibly assistance with financial and other aid to employees in difficulty
(supervision, maybe, of an employee managed benevolent fund or scheme);
• Provision of information handbooks,
• Running of pre-retirement courses and similar fringe activities;
• Care for the welfare aspects of health and safety legislation and provision of first-
aid training.
The location of the health and safety function within the organization varies. Commonly
a split of responsibilities exists under which 'production' or 'engineering' management
cares for the provision of safe systems of work and safe places and machines etc., but
HRM is responsible for administration, training and education in awareness and
understanding of the law, and for the alerting of all levels to new requirements.
In general, education is 'mind preparation' and is carried out remote from the actual work
area, training is the systematic development of the attitude, knowledge, skill pattern
required by a person to perform a given task or job adequately and development is 'the
growth of the individual in terms of ability, understanding and awareness'.
Personal Attention
Feedback
Employees need to know when their job duties are being fulfilled and when there are
issues with their work performance. Managers should schedule this communication on a
regular basis.
Career Path
Performance appraisals allow employees and supervisors to discuss goals that must be
met to advance within the company. This can include identifying skills that must be
acquired, areas in which one must improve, and educational courses that must be
completed.
Employee Accountability
When employees know there will be regularly scheduled evaluations, they realize that
they are accountable for their job performance.
Communicate Divisional and Company Goals
The employees should be informed and the standards should be clearly explained to the.
This will help them to understand their roles and to know what exactly is expected from
them. The standards should also be communicated to the appraisers or the evaluators and
if required, the standards can also be modified at this stage itself according to the relevant
feedback from the employees or the evaluators.
MEASURING THE ACTUAL PERFORMANCE
The most difficult part of the Performance appraisal process is measuring the actual
performance of the employees that is the work done by the employees during the
specified period of time. It is a continuous process which involves monitoring the
performance throughout the year. This stage requires the careful selection of the
appropriate techniques of measurement, taking care that personal bias does not affect the
outcome of the process and providing assistance rather than interfering in an employees
work.
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE
The actual performance is compared with the desired or the standard performance. The
comparison tells the deviations in the performance of the employees from the standards
set. The result can show the actual performance being more than the desired performance
or, the actual performance being less than the desired performance depicting a negative
deviation in the organizational performance. It includes recalling, evaluating and analysis
of data related to the employees’ performance.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees on one-
to-one basis. The focus of this discussion is on communication and listening. The results,
the problems and the possible solutions are discussed with the aim of problem solving
and reaching consensus. The feedback should be given with a positive attitude as this can
have an effect on the employees’ future performance. The purpose of the meeting should
be to solve the problems faced and motivate the employees to perform better.
DECISION MAKING
The last step of the process is to take decisions which can be taken either to improve the
performance of the employees, take the required corrective actions, or the related HR
decisions
5. FIELD REVIEW
In this method, a senior member of the HR department or a training officer discusses and
interviews the supervisors to evaluate and rate their respective subordinates. A major
drawback of this method is that it is a very time consuming method. But this method
helps to reduce the superiors’ personal bias.
6. CHECKLIST METHOD
The rater is given a checklist of the descriptions of the behaviour of the employees on
job. The checklist contains a list of statements on the basis of which the rater describes
the on the job performance of the employees.
FORCED DISTRIBUTION
To eliminate the element of bias from the rater’s ratings, the evaluator is asked to
distribute the employees in some fixed categories of ratings like on a normal
distribution curve. The rater chooses the appropriate fit for the categories on his own
discretion.
ASSESSMENT CENTRES -
An assessment centre typically involves the use of methods like social/informal events,
tests and exercises, assignments being given to a group of employees to assess their
competencies to take higher responsibilities in the future. Generally, employees are given
an assignment similar to the job they would be expected to perform if promoted. The
trained evaluators observe and evaluate employees as they perform the assigned jobs and
are evaluated on job related characteristics.
The major competencies that are judged in assessment centers are interpersonal skills,
intellectual capability, planning and organizing capabilities, motivation, career
orientation etc. assessment centres are also an effective way to determine the training
and development needs of the targeted employees.
In this method, an employee’s actual job behavior is judged against the desired behavior
by recording and comparing the behavior with BARS. Developing and practicing BARS
requires expert knowledge.
HUMAN RESOURCE ACCOUNTING METHOD
Human resources are valuable assets for every organization. Human resource accounting
method tries to find the relative worth of these assets in the terms of money. In this
method the Performance appraisal of the employees is judged in terms of cost and
contribution of the employees. The cost of employees include all the expenses incurred
on them like their compensation, recruitment and selection costs, induction and training
costs etc whereas their contribution includes the total value added (in monetary terms).
The difference between the cost and the contribution will be the performance of the
employees. Ideally, the contribution of the employees should be greater than the cost
incurred on them.
MANAGEMENT BY OBJECTIVES
The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drucker
in 1954. It can be defined as a process whereby the employees and the superiors come
together to identify common goals, the employees set their goals to be achieved, the
standards to be taken as the criteria for measurement of their performance and
contribution and deciding the course of action to be followed.
The essence of MBO is participative goal setting, choosing course of actions and decision
making. An important part of the MBO is the measurement and the comparison of the
employee’s actual performance with the concept of ‘Management by Objectives’
(MBO) was first given by Peter Drucker in 1954. It can be defined as a process whereby
the employees and the superiors come together to identify common goals, the employees
set their goals to be achieved, the standards to be taken as the criteria for measurement of
their performance and contribution and deciding the course of action to be followed.
The essence of MBO is participative goal setting, choosing course of actions and decision
making. An important part of the MBO is the measurement and the comparison of the
employee’s actual performance with the standards set. Ideally, when employees
themselves have been involved with the goal setting and the choosing the course of action
to be followed by them, they are more likely to fulfill their responsibilities.
360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive
appraisal where the feedback about the employees’ performance comes from all the
sources that come in contact with the employee on his job.
360 degree respondents for an employee can be his/her peers, managers (i.e. superior),
subordinates, team members, customers, suppliers/ vendors - anyone who comes into
contact with the employee and can provide valuable insights and information or feedback
regarding the "on-the-job" performance of the employee. 360 degree appraisal has four
integral components:
1.Self appraisal
2Superior’s appraisal
3Subordinate’s appraisal
4.Peer appraisal.
Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses,
his achievements, and judge his own performance. Superior’s appraisal forms the
traditional part of the 360 degree performance appraisal where the employees’
responsibilities and actual performance is rated by the superior.
Subordinates appraisal gives a chance to judge the employee on the parameters like
communication and motivating abilities, superior’s ability to delegate the work,
leadership qualities etc. Also known as internal customers, the correct feedback given by
peers can help to find employees’ abilities to work n a team, co-operation and sensitivity
towards others.
Self assessment is an indispensable part of 360 degree appraisals and therefore 360
degree Performance appraisal have high employee involvement and also have the
strongest impact on behavior and performance. It provides a "360-degree review" of the
employees’ performance and is considered to be one of the most credible performance
appraisal methods.
360 degree performance appraisal is also a powerful developmental tool because when
conducted at regular intervals (say yearly) it helps to keep a track of the changes others’
perceptions about the employees. A 360 degree appraisal is generally found more suitable
for the managers as it helps to assess their leadership and managing styles. This technique
is being effectively used across the globe for performance appraisals. Some of the
organizations following it are Wipro, Infosys, and Reliance Industries etc.
Benefits of Performance Appraisal
If appraisal is to be effective, staff must see the process attempting to meet their needs,
otherwise the system will not work. This means Heads of Department do need to form an
overview of the issues raised by their staff and if appropriate feed these into the planning
process. Appraisal should result in:
Benefits for the individual:
• Gaining a better understanding of their role
• Understanding more clearly how and where they fit in within the wider picture
• A better understanding of how performance is assessed and monitored
• Getting an insight into how their performance is perceived
• Improving understanding of their strengths and weaknesses and developmental
needs
• Identifying ways in which they can improve performance
• Providing an opportunity to discuss and clarify developmental and training needs
• Understanding and agreeing their objectives for the next year.
• An opportunity to discuss career direction and prospects.
Performance appraisals are usually part of a yearly review process in which a supervisor
reviews the job performance, goal completion and projects accomplished by an
employee. While the structure of performance appraisals offers a way for giving
constructive feedback to employees, which in turn can be used as a reward or a
motivational tool, there are downsides to traditional performance appraisals.
If a manager is busy supervising several people, as well as tasks and other projects, then
there will be limited time to take in the full scope and practice of the performance of the
supervisee. As an alternative, many industries today are utilizing 360-degree feedback,
which takes into account the relationships that an employee has with peers, customers,
clients, supervisors and those whom the supervisee is responsible for overseeing.
Forms Only Give Quantitative or Qualitative Data
Many times, feedback forms that are utilized in performance appraisals only use
quantitative or qualitative measures, but not both. Quantitative appraisals mainly measure
numbers, such as how many projects, how many were on time. While this is important,
there are other things to take into consideration.
Qualitative benchmarks involve the completion of personal or professional goals and the
stories of how the supervisee utilized opportunities to lead by example and proactively
implement the values and mission of the organization. Listening to the stories of what has
happened over the past year and looking at numbers and outcomes will result in a clearer
picture of what the value of the employee is to the organization.
Once-a-Year Raises
Performance appraisals are usually done once a year and are connected to an increase in
salary. This is a disadvantage in that supervisees generally live in fear and experience
anxiety when their review time comes up. Having more consistent interaction when it
comes to feedback between management and supervisees can help reduce the fear,
anxiety and wondering about a raise.
Furthermore, the employee naturally will want to bargain for more money focusing on
their strengths and the management will want to emphasize the constructive areas of
performance evaluation in order to keep from giving raises, since money is a limited
resource in any organization. This adds to the stress of the review
COMPANY PROFILE
The JOCIL Limited was incorporated by JayaLakshmi group of industries, Tanuku, west
Godavari dist on 20-02-78.The Andhra Pradesh oil and chemical industries LIMITED as a
joint venture. In 1982 40% of shares were held by Jaya Lakshmi factories and the name
was changed as JayaLakshmi oil and chemical industries limited. Further in july 1992 its
logo has been changed as JOCIL limited after organizing the whole shares were hold by
the company.
Main products of the company are fatty acids, Glycerin, Toilet soaps, etc., Fatty acids and
soaps projects were set up on turnkey basis through M/s.Ballastra (INDIA) Limited,
Bombay with technology and equipment of CMD, Italy.
INITIAL INVESTMENT:
The company has set up Es.33crores Fatty acids and soap project on turn they basis
through M/s. Ballestra(INDIA) Limited , Bombay with technology and equipment of
CMB., Italy.
LOCATION OF THE COMPANY:
The company is located at Dokiparru in Medikonduru Mandal of Guntur District in the
state of Andhra Pradesh. The area was declared as backward one by the Government of
Andhra Pradesh. It is only 15 KM from Guntur and it on Guntur - Narasaraopet highway.
It is well connected by both rail and road transportation. It is only 45 km., from
Vijayawada, which is industrially located.
BOARD OF DIRECTORS:
Dr. Mullapudi Harischandra Prasad - Chairman
Shri Jagarlamudi Murali Mohan - Managing Director
Shri Pendyala Narendranath Chowdary - Director
Shri Mullapudi Thimmaraja - Director
Shri Yelamarti Narayanarao Chowdary - Director
Shri Vuppalapati Seetharama Raju - Director
Shri Kandimalla Srinivasa Rao - Director
Shri M. Gopalakrishna, IAS (Retd.) - Director
Shri Subbarao V. Tipirneni - Director
SENIOR EXECUTIVES
Sri P. Kesavulu Reddy - President & Secretary
BANKERS:
Andhra Bank - Guntur
State Bank of India - Guntur
AUDITORS:
Brahmaiah & Co., - Guntur
COST AUDITORS:
Narasimha Murthy & co., - Hyderabad
REGISTERED OFFICE & FACTORY:
JOCIL LIMITED,
Dokiparru, Guntur – 522019
Andhra Pradesh
FOREIGN EXCHANGE EARNINGS AND OUT GO:
There were no foreign exchange earnings during the year. In previous year
the company exported crude glycerin and earned foreign exchange equivalent to
Rs.55,69,519/-. The company improved raw materials, spares during the year
resulting in foreign exchange auto equipment to Rs.6,56,93,981/- (previous year
Rs.67,940/-).
FINANCE:
The company is regular in repaying the instalments of principal and interest
on the loan of Rs.8.80 Crores obtained from Andhra Bank for power plant. The
Company has not availed the term loan of Rs.3.20 crores sanctioned by State Bank
of India for power plant as requirements were met with the internal reserves
generated form the operations.
DIVIDEND:
Considering the profitability of the company, the Board of Directors has
been pleased to recommend for the approval of the Company, payment of
dividend of 50% (taxable) on the equity share capital of Rs.4,44,05,750/-
amounting to Rs.222.03 lakhs. In the previous year the Company paid a total
dividend of 50% on equity share capital.
FUTURE OUTLOOK:
The competition in the Fatty Acid industry continues to be severe. The
reduction in customs duty has promoted many users to import their requirements
instead of depending on the indigenous supplies. During the year, a 100 tpd
capacity fractional distillation plant was set up to improve the range and quality of
fatty acids produced.
BIOMASS POWER:
The Company has been making third party sale of surplus power as per the
benefits offered at the time of setting up of Biomass co-generation power plant.
Subsequently, Andhra Pradesh Electricity Regulatory Commission, Hyderabad
(APERC) has prohibited third party sales by its order dated 20th June, 2001. The
Company has in turn obtained stay order from the Honorable High Court to
continue third party sales. Again, APERC by its order dated 24th March, 2002 has
increased wheeling charges from 2% in kind to 28.4%in kind and 50 Ps. Per kWh
in cash. AP TRANSCO is also offering discounts up to 25% of energy charges
on the increased power consumption to attract the consumers away from private
generators. This being so, the Company is restricted in choosing its customer as
AP TRANSCO is not accepting charges in the schedule of customers to power
purchase and wheeling agreement. In view of these problems, the Company is
planning to sell the entire surplus power to AP TRANSCO in spite of obtaining
stay on the order of APERC for third party sales and increase in wheeling charges.
RESEARCH AND DEVELOPMENT (R & D)
1. Specific areas in which R & D carried out by the company quality
improvements of the products and efficient use of utilities.
Marketing
The company mainly markets its products form its depots held at
Bombay, Delhi, Kolkata, and bangalore, and directly from the factory. The prices
are fixed basing on its competitors and the variations in the prices of ram
materials. No of advertising is done by the fatty acids. As it is an industrial
product, the company does not allocate any amount on advertisement and the
consumers come to the depots of factory and place their orders in the case of
soaps, as they are manufacturers on the contract basis of HLL no advertising is
required. Jocil leads only with the soap products and the marketing & advertising
is taken over by HLL.
Financial
Jocil Ltd purchased equipment form IFCI on completions of leas period.
Andhra Bank and state bank of India have sanctioned term loans of Rs 8.80 Crores
and Rs.3.20 Crores respectively for setting up 6MR Biomass cogeneration power
plant in the existing premises. during the year term loan from Andhra Bank was
drawn and utilized, the company expects to drawn the amount of SBI in the
current year.
2. JOCIL supplies different grades of stearic acid and other fatty acids to other
manufacturing companies of pharmaceuticals, chemicals, plastics etc.,
3. JOCIL supplies Fatty Acids to meet their specific requirements of Stearic Acid
Oleic Acid etc.
4.JOCIL manufactures soaps on contract basis to HLL.
5. JOCIL supplies soap noodles of Margo brand to Calcutta Chemicals Company.
1. Stearic acid
2 .Oleic acid. 3. Distilled & Hydrogenated fatty acids.
STEARIC ACID:
In stearic acid, different grades are produced with standard specifications for
different industrial consumers.
The following are the different grades of Stearic acids consumed by different
industries in manufactured their own industrial products.
REFINED GLYCERINE:
Two varieties of refined glycerin are produced namely.
1. Chemically pure grade (C.P)
2. Industrial white (I.W)
Glycerine is used in pharmaceuticals, cosmetics, explosives, paints, store
ink, chemicals, tooth paste etc.
OLEIC ACID:
Only one variety of oleic acid namely “commercial grade” is manufactured by
Jocil. It is used in fertilizers, cutting oils, liquid soaps and other chemical
manufactures.
DISTILLED FATTY ACID:
The fatty acids of different oils are tailor made products to suit different
industrial user’s specifications.
At present Jocil is manufacturing distilled hydrogenated rice bran fatty
acids, distilled cottonseed oil fatty acids, distilled coconut acids. They have plans
to manufacture some more variables in future.
Distilled hydrogenated rice bran fatty acids and distilled palm fatty acids are
also being manufactured for consumption in soap plant for the manufacture of
toilet soaps.
FATTY ACID PITCHES:
Fatty acid pitches are obtained during distillation of crude fatty acids. These
products are supplied to laundry soaps, grease, foundry chemicals uses.
SOAP MANUFACTURING: Different types of distilled fatty acids and
hydrogenated fatty acids are mixed to obtain a desired quality of toilet soaps.
Different types of soaps are manufactured to satisfy different types of users.
Generally features of toilet soaps should be good lather, good perfume, stability
and longer use.
Staff and workers particulars :
Administration 31
Account 11
Marketing 5
EDP 3
Time office 7
Stores 12
Security 20
Transport 4
Production 120
Laboratory 27
Maintains 63
Civil 9
Electrical 151
Soap 170
Total 633
Jocil was stared with 160 employees Due to diversification of its activities in
Manufacturing of products and expansion of its production its mane power increased to
529 employees working in 28 sections at various cadres.
INDUSTRY PROFILE
INDUSTRIAL LICENSE:
The Government has given permission for the manufacture of processed
fatty acids and individual fatty acids with the annual licensed capacity of 89000
metric tons and glycerin with the licensed capacity of 900 metric tons toilet soaps
with a licensed capacity of 5000 metric tons.
From time to time the company revised its capacities with the cooperation
from the Department of Industrial Development, Ministry of Industry,
Government of India, New Delhi. The present licensed capacity of fatty acids is
3,75,000 metric tons, glycerin is 1800 metric tons, and toilet soaps 15000 metric
tons.
As the value of fixed assets envisaged in the project is less than
Rs.3.3crores the industrial license is not required for setting of this project. The
company has been registered with directorate General of Technical Development
(DGTD), Government of India, New Delhi bearing No. DGTD/HQ/D-S-S/R-
4733/C-26(N)/SE/79 with their letter No. shop dated 21-5-1979 and soap /2(39)
79 dated 31-3-1990 for the manufacture of
1. Processed Fatty Acids 9,000
2. Glycerin 900
2. Oleic Acid
3. Distilled & Hydrogenated Fatty Acids.
STEARIC ACID:
In the Stearic Acid, different grades are produced with standard specifications for
different industrial consumers.
INTRODUCTION:
Research methodology is a way to systematically solve the research problem. In it
various types that are generally adopted by are search in studying his research problem
along with the logic behind problem. Research means a search for knowledge.
RESEARCH PROBLEM:
A research problem is general refers to some difficulty, which a researcher experience in
the content of either the cortical or practical situation and wants to obtain a solution for
the same. According to this project the organization is facing some problem with the
workers regarding their welfare facilities so the organization needs the level of
satisfaction and their opinions. So this topic is given to me for analysis.
2.1 RESEARCH DESIGN:
“A research design is the arrangement of conditions for collection
and analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure.
IMPORTANT FEATURES OF RESEARCH DESIGN:
1) It provides the sources and types of information relevant to the research
problem.
2) It will suggest which approach will be used for gathering and analyzing the
data.
3) It provides the time and cost budget, since most studies are done under these
two constrains.
Sample Design:
A sample design is a definite plan for obtaining a sample from a given
population:
SECONDARY DATA:
3. No group should contain very few items say less than 10. in case where the
frequencies of adjoining groups. So that the new frequencies of adjoining
groups. So that the new frequencies become grater than 10 samples
statisticians.
4. The overall number of items must also be reasonably large. It should
normally be at least 50, however small the number of groups may be.
5. The constrains must be liner. Constraints which involve linear equation in
the cell frequencies of a contingency table are known as linear, constraints.
1) First of all calculate the expected frequencies on the ;basis of given hypothesis
or on the basis of null hypothesis, the expected frequency for any given cell is
worked our as under.
1. Obtain the difference between observed and expected frequencies and find
out the squares of such differences.
4. Find the summation of the (Oij - Eij)2 / Eij values (or) what we call.
LIMITATIONS
1. The survey was conducted within limited time frames so that a few short
comings may be expected.
2. The respondent’s personal basis may be another factor which is
incontrollable.
3. The findings of the survey is strictly based on the responses of employees.
4. The factory functions in shift system so all shift workers did not take part
in the sample.
YOUR ORGANAIZATIN
YES
NO
INTERPRETATION:
The above table reveals that 74% of employees are fully aware of performance appraisal
system, 26% of employees has no idea about performance appraisal system
CONCLUSION
From the above table it is observed that most of the employees are fully aware of
performance appraisal and some employees are not aware of performance appraisal
(2) Does the performance appraisal is done based on what
working
4 None of these 0 0
Performance
qualification
No of hours w orking
INTERPRETATION:
The above table reveals that 57.3% employees performance appraisal is done based on
performance, 33.33% of employees performance appraisal is done based on
qualification, and 9.33% of employees performance appraisal is done based on number
hours of working
CONCLUSION
From the above table it is observed that maximum performance appraisal is done based
on performance some times it done based on qualification.
(3) What does performance appraisal determines
1 Increments 39 52
2 Rewards 21 28
3 Bonus 15 20
Increments
Rewards
Bonus
INTERPRETATION:
The above table reveals that 52.3% of performance appraisal determines increments 22%
of performance appraisal determines rewards and 20% of performance appraisal
determines bonus.
CONCLUSION
From the above table it is observed that maximum performance appraisal determines
increments and some times it determines rewards and bonus.
Self development
Group
development
Organizational
development
Society
development
INTERPRETATION:
The above table reveals that 21.3% of performance appraisal leads to Self development ,
20% of performance appraisal leads to group development,41.3% of performance
appraisal leads to Organizational development and 17.3% of performance appraisal leads
to Society development
CONCLUSION
From the above table it is observed that maximum performance appraisal leads to
Organizational development, and some times it leads to self, group, and society
development.
(5) Does performance appraisal suggest the ways of improving employee performance?
S NO DESCRIPTION NUBER PERCENT
1 YES 58 77.33
2 NO 17 22.66
YES
NO
INTERPRETATION:
The above table reveals that 77.33% performance appraisal improves the employees
performance 22.66% of performance appraisal does not improves the employees
performance
CONCLUSION
From the above table it is observed that most the time performance appraisal improves
employees performance and some times it does not improves the employees
performance
(6) Does the performance appraisal evaluation identifies the training and development
needs
S NO DESCRIPTION NUBER PERCENT
1 YES 58 77.33%
2 NO 17 22.66
TOTAL 75 100
YES
NO
INTERPRETATION:
The above table reveals that 77.33% performance appraisal identifies training and
development needs 2.66% of performance appraisal does not identifies the training and
development needs
CONCLUSION
From the above table it is observed that most the time performance appraisal identifies
training and development needs and some times it does not identifies the training and
development needs
(7) Does the management is giving information about process of performance appraisal
system
S NO DESCRIPTION NUBER PERCENT
1 Fully 50 66.66
2 Partially 15 20
3 No 10 13.33
Fully
Partially
No
INTERPRETATION:
The above table reveals that 66.66% of employees saying that management is giving
information about process of performance appraisal system, 20% of employees saying
that management is t giving partial information about a process of performance appraisal
system and 13.33% of employees saying that management is not giving information
about a process of performance appraisal
CONCLUSION
From the above table it is observed that most of the times management is giving
information about process of performance appraisal system. And some times
management is not giving information about a process of performance appraisal
1 YES 17 22.66%
2 NO 58 77.33%
YES
NO
INTERPRETATION:
The above table reveals that 77.33% employees does not finding any difficulties while
evaluating performance appraisal 22.66% of employees finding difficulties while
evaluating performance appraisal
CONCLUSION
From the above table it is observed that most of the employees does not finding any
difficulties while evaluating performance appraisal and few employees finding
difficulties while evaluating performance appraisal
1 Excellent 38 50.66
2 Good 20 26.66
3 Moderate 17 22.66
Excellent
Good
Moderate
INTERPRETATION:
The above table reveals that 50% of employees have excellent opinion on performance
appraisal system, 26.66% of employees have good opinion on performance appraisal
system and 22.66% of employees moderate opinion on process of performance appraisal
CONCLUSION
From the above table it is observed that half of the employees feel that process
performance appraisal system is good and very few of employees feel that it is ok but not
that much.
INTERPRETATION:
The above table reveals that 70.66% employees says that 360 degrees appraisal is
following in their organization and29.33% of employees says that self appraisal method
is following in their organizational
CONCLUSION
From the above table it is observed that most of the time self appraisal method is
following and very few times 360appraisal method is following for evaluating
performance.
INTERPRETATION:
The above table reveals that 53.33% of employees have excellent opinion on
performance appraisal system, 18.66% of employees have good opinion on performance
appraisal system and 28% of employees moderate opinion on process of performance
appraisal
CONCLUSION
From the above table it is observed that half of the employees feel that process
performance appraisal system is good and very few of employees feel that it is ok but not
that much.
Performance &
potential
Self appraisal
Team appraisal
360 degree
appraisal14
INTERPRETATION:
The above table reveals that 25.33% of employees suggest Performance & potential ,
30.66% of employees suggest Self appraisal,18.66% of employees suggest team
appraisal and 25.33% of employees suggest 360 degree appraisal
CONCLUSION
From the above table it is observed that half of the employees suggest 360 degree
appraisal and team appraisal.
(13)
Self appraisal is best from evaluating one’ performance
1 YES 58 77.33%
2 NO 17 22.66
TOTAL 75 100
YES
NO
INTERPRETATION:
The above table reveals that 77.33% employees says that self appraisal is best for
evaluating one’s performance 22.66% employees says that self appraisal does not suits to
evaluating one’s performance
CONCLUSION
From the above table it is observed that most the time self appraisal gives positive
results. some times it does not work properly.
INTERPRETATION:
The above table reveals that 61.33% employees says that superior is best person to
evaluate performance , 12% of employees says that manager is best person to evaluate
performance ,4% of employees says that subordinate is best person to evaluate
performance, and 22.66% of employees says that self appraisal is best.
CONCLUSION
From the above table it is observed that half of the employees’ opinion is that superior is
the best person to evaluate ones performance. And some employees prefer subordinate,
and manager to evaluate performance.
1 Annually 65 89.6%
2 Quarterly 10 13.3%
Annually
Quarterly
INTERPRETATION:
The above table reveals that 89% employee’s performance assessed annually and only
13.3% of employee’s performance assessed quaterly.
CONCLUSION
From the above table it is observed that most the time performance assessed annually,
and some time it assessed quarterly
1 Formal 23 30.66%
2 Informal 26 34.6%
3 Both 26 34.6%
Formal
Informal
Both
INTERPRETATION:
The above table reveals that 30.66% employees says that formal appraisal is best to
evaluate performance ,34.6% of employees says that informal appraisal is best to
evaluate performance ,and 34.6% of employees says that both appraisal are best to best
evaluate performance.
CONCLUSION
From the above table it is observed that employees prefer formal, informal appraisal for
evaluating the performance
1 YES 45 60%
2 NO 30 40%
INTERPRETATION:
The above table reveals that 60% employees says that motivation program is needed 40%
employees says that they don’t want any motivational program.
CONCLUSION
From the above table it is observed that most of the employees preferring motivational
program
1 Excellent 24 32%
2 Good 37 49.33%
3 Moderate 14 18.66%
INTERPRETATION:
The above table reveals that 32% employees have excellent idea on performance
appraisal,49.44% of employees have good understanding on performance appraisal,
18.66% of employees have better understanding on performance appraisal
CONCLUSION
From the above table it is observed that most of the employees have good understaning of
performance appraisal system
1 excellent 58 77.33%
2 Moderate 17 22.66
TOTAL 75 100
INTERPRETATION:
The above table reveals that 77.33% employees says that performance appraisal system
is good , 22.66% employees says that performance appraisal is ok but not that much
CONCLUSION
From the above table it is observed that most of employees have good opinion on their
performance appraisal system..
SUGGESTIONS
Conducting Employee Performance Review Tips
Fairly short suggestions on conducting the performance review meeting, starting with
greeting, summary, and going through strengths, weaknesses, feedback, salary and
closing.
Training managers to perform effective and consistent evaluations is essential, since both
managers and employees often are uncomfortable discussing performance. The training
should include warning supervisors to refrain from the following eight common errors
that can distort and even invalidate the evaluation process
The best performance reviews let managers and employees communicate -- share ideas,
opinions, and information. Unfortunately, most traditional reviews put managers into the
position of uncomfortable judges, ostensibly telling employees how their work either fit
the bill -- or didn't. Possibly because of this, most traditional reviews are no better than
the manager's off-the-cuff judgments, and some may be illegal. Because of these
problems, new types of reviews are coming into play. Most require that evaluations be
done not for raises, promotions, or bonuses, but for growth, development, and
communication. The most important aspect in every case is communication between the
employee and other people, instead of one-way communication, for higher performance.
By Nanette Miner - Performance appraisals can be stressful for both the manager and the
employee receiving the appraisal. The process of writing and delivering the appraisal can
be eased, however, by following these five guidelines.
BIBILIOGRAPHY:
www.google.com
www.scribd.com
www.cityhr.com