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Submitted by
M.JAYALAKSHMI
REGISTER NO: 27348315
BONAFIDE CERTIFICATE
EXTERNAL EXAMINER
1.
2.
TABLE OF CONTENTS
ACKNOWLEDGEMENT……………………………..i
ABSTRACT……………………………………………..ii
LIST OF TABLES……………………………………...iii
LIST OF CHARTS………………………………………v
I INTRODUCTION
1.1 Company Profile 1
1.8 Introduction to the study 16
II REVIEW OF LITERATURE 17
III OBJECTIVES OF STUDY 24
IV RESEARCH METHODOLOGY 25
V DATA ANALYSIS AND INTERPRETATION 29
VI FINDINGS OF THE STUDY 57
VII SUGGESTIONS AND RECOMMENDATIONS 58
CONCLUSION 59
VIII LIMITATIONS OF THE STUDY 60
SCOPE FOR FURTHER STUDY 61
ANNEXURES
I. QUESTIONNAIRE………………………………………..
II. BIBLIOGRAPHY………………………………………….
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. N. KESAVAN, chairman, Mr. M. DHANASEKARAN,
Managing director and Mr. S.V. SUGUMARAN, vice Chairman, Sri Manakula Vinayagar
Engineering College.
My special thanks to my college Principal Dr.V.S.K VENKATACHALAPTHY for
extending me moral support during the course of this work
I would like to extend our sincere thanks to Mr. S. JAYAKUMAR Head of the
Department of Management Studies for his valuable guidance throughout the preparation of
this project work.
It is a very great pleasure to thank my internal guide,
Mr. G. BALA SENDHIL KUMAR 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. R. MANANTHAN
Managing Director, of Manatec Electronics, puducherry for granting me to undergo my
training at this prestigious company.
I thank my external guide Mr. GANESHAN Senior manager HR &Admin Dept
Manatec Electronics for his immerse help and support rendered on me during my project. I
also express my gratitude & respect to all the staff members of Manatec Electronics mainly
Mr. KALAIVANAN Customer Service Department who helped me to do my project in
Manatec Electronics.
ABSTRACT
program, incentives, rewards and various other factors are considered and given based on
their performance. So for this almost all the organizations conduct Performance Appraisal for
the employees.
Performance appraisal is the important tool to assess the performance of the employee
performance appraisal system will directly or indirectly affects the functioning of the
system which is considered to be very vital for the success or decline of any organization.
The study is carried out in Puducherry. The duration of the study is one month .The
system practiced in the organization, to know the employees awareness, and their satisfaction
level about performance appraisal system in the organization and it includes various scope
and limitation.
For this study questionnaire method is followed to collect the data and the research
design is descriptive.
The collected data are tabulated and analyzed using various statistical tools. With the
help of the tabulation various findings are given with some suggestions and recommendations
LIST OF CHARTS
TABLE TITLE PAGE
NO NO
5.1 AGE OF THE RESPONDENTS 29
5.2 GENDER OF THE RESPONDENTS 30
5.3 MARITAL STATUS OF THE RESPONDENTS 31
5.4 EXPERIENCE OF THE RESPONDENTS 32
5.5 EDUCATIONAL QUALIFACTION OF THE RESPONDENTS 33
5.6 LEVEL OF PRESENT JOB 34
5.7 AWARE OF THE PERFORMANCE APPRASIAL SYSTEM 35
5.8 OBJECTIVES OF THE PERFORMANCE APPRASIAL 36
SYSTEM
5.9 TYPE OF THE PERFORMANCE APPRASIAL SYSTEM 37
5.10 PRESENT PERFORMANCE LEVEL 38
5.11 PRESENT APPRASIAL SYSTEM 39
5.12 PERFORMANCE APPRASIAL GIVES ADDITIONAL JOB 40
SATISFACTION
5.13 LEVEL OF ADDITIONAL JOB SATISFACTION 41
5.14 FREQUENCY OF PERFORMANCE APPRASIAL SYSTEM 42
5.15 COMPARESION OF FACTORS 43
5.16 FACTORS INDUCING TO INCREASE PERFORMANCE 45
5.17 PERFORMANCE APPRASIAL SYSTEM INCREASE SELF 47
DEVELOPMENT
5.18 PROGRAMME TO IMPOVE PERFORMANCE 47
5.19 LEVEL OF SELF DEVELOPMENT 48
5.20 KIND OF PROGRAMME 49
5.21 FEEDBACK EFFECTIVNESS 50
5.22 SATISFACTION LEVEL OF PERFORMANCE APPRASIAL 51
SYSTEM
CHAPTER 1
INTRODUCTION
MANATEC ELECTRONICS was established in the year 1987 with this lone
objective of taking the challenges of designing top quality service station equipments to meet
equipment in the assembly time of Ashok Leyland ltd, Hosur. It is the only company, which
has developed a Digital Toe Aligner for heavy vehicles. The company is well equipped with
FIAT, EICHER, MAHINDRA & MAHINDRA, JK TYRES, CEAT TYRES etc., shows their
1.2 Awards:
Manatec has received many awards, recognitions & accreditations. Teamwork is the core
factor that makes this organization as emerging leader in all fronts. The awards, recognitions,
Motivations” and these awards are stepping stones for our ultimate objective. Various
government of India awards was conferred to Manatec including the prestigious “President of
1. National Award for Best Entrepreneur & Quality products in Small Scale Sector.
- In-hour developed elaborate test beds, special tools, customized test jigs
Tool room
- Latest machines
- Can make any intricate, precision plastic moulds, press tools, jigs, fixtures etc
- To fabricate:
Complex aluminum
Gun metal
globalization.
Today Manatec is emerging as a truly global player in the automotive aftermarket with clear
Incorporation : 1987
Symbol :
Branches
of the company : Delhi, Chennai, Bangalore, Mumbai, and Kolkata.
appraisals, etc. The Administration department deals with the management activities of the
company.
Grade:
The employees are graded as Junior Staff (J) Senior Staff (S) Managerial Staff (M)
E.g.: Grade SllZA means Senior Staff GradeII working in zone and ‘A' training.
Training:
Normally, the fresh appointees have to undergo two terms of training A and B Each
for one year period.
During these periods, the salary will be consolidated and the following benefits are
applicable:-
Casual leave: 3 days p.a trainees will not be entitled for any other leave except for
the days on which the factory declares a holiday.
CCA(for zonal employees)
Uniform - after 1 month from the date of joining, if applicable
Overtime wages if applicable.
Notice period for resignation.
Statutory benefits as per law.
Salary:
Salary is paid on 1st of every month-For senior grade.
Salary is paid on 5th of every month-For junior grade.
ESI at 1.75% and PF at 12% are deducted from the salary as contribution
From employee.
The company contributing 4.75% for ESI
Other Welfare:
Children Book Allowance (yearly once Rs.1000/-per child for 2 children).
Uniform and Shoes:
Uniform – 2 sets of uniform in the odd years and 1 set in the even years.
Washing Allowance – Rs.35/- per month
Marriage gift – Equal for all grades.
Maternity leave for 3 months (according to days).
Newborn baby gift – Equal for all grades.
Top Rankers award for 10th and 12th STD students (employees children).
Sport activities:
For employees within the company:
Internal games – Table Tennis, Carom etc.
External games – running, etc.
1.6.1.3 Overtime:
Junior staff of administration department is only eligible for over time
wages, overtime wages will be twice the basic pay calculated on hourly
basis.
. All other employees, working extra hours will be given due consideration
during performance appraisal.
1.6.1.4 Leave and Absenteeism:
Leave and sanctioning authorities:-
Junior &Senior grade employees, who want to avail leave, must get the,
Leave sanctioned from their DIC’s in advance before availing
the same for managers and above leave will be sanctioned by MD
Half day leave
Employees who are applying half day leave in the afternoon, should give
Proper leave letters if anybody, who leaves the work spot with half day leave without giving
proper leave form, will be treated as absent and salary cut will be effected whether leave is
available in their account or not.
1.6.1.6 Retirement:
An employee who completes 58 years of age shall retire from the
service. The Age for retirement will be calculated based on the date of birth
particulars Mentioned in birth certificate
1.6.1.9 Library:
Library is available under the control of R&D department .The library has, as
much as books on different topics.
The books can be retained only for 15 days, for any loss of book the value will be
recovered from the employee.
From the date of joining, an induction trainee will be there for 1week-2
months depending upon employee.
An employee has to undergo 6 months provision period, after the provision
period only an employee will be permanent to the job.
In Manatec, the performance appraisal will be done for all employees once in
a year.
The HR department will forward the appraisal form to the HR section, the
complete incident / remark about the employee for past one year along with
the measures of performance, parameters and VST- (Value Skill Threat)
parameters for proper evaluation and feedback is made.
The superior will asses the performance of the subordinate
The superior will forward the employee appraisal to boss.
The boss will put up his recommendation to the HR department.
HR department will subject to management for final assessment and grant up
the increment and return to HR department.
HR department will prepare performance feedback letter indicating the
revised salary, promotion etc, and also give the feedback about the positive
and negative points and also the area should improve for their improved
performance.
1.6.1.12 Increment:
The employees are eligible for annual increment for each grade is given in the
salary structure. The increment shown is, under normal performance levels for poor/excellent
performance the management may reduce or enhance the increment
1.6.1.13 Resignation:
They are classified as 2 category i.e., normal and abnormal resignation.
Normal Resignation:
If an employee wants to resign his/her job he must first inform to his immediate
superior and then he will forward to administration department through their HOD/DIC by
proper channel mode and then it will be back within 7 days to the consent employee.
Abnormal Resignation:
If an employee performance is not satisfactory and his performance is poor the
management may give resignation letter to that employee.
1.6.1.14 Termination:
By giving the respective notice period/ gross pay in lieu of notice based on that,
gross pay will be calculated and paid to the employee in lieu of notice.
2) Wheel Aligner
3) Wheel Balancer
4) Tyre Inflator
Model - TC-XL-40
Wheel Balancer
Model - WB-DL-50
Model - RHIND 3S
Wheel Aligner
The most valuable asset for a company is its people. Whist all other assets depreciate
over a period of time, people as an asset appreciate over a period of time. Longer a person has
been with a company; greater is his value in terms of experience & contribution, and
An organization’s goals can be achieved only when people put in their best efforts.
How to ascertain whether an employee has shown his or her best performance on a given job?
1. It provides information for making and enforcing decisions about promotions, pay
6. It serves as a means for evaluating the effectiveness of devices used for the selection
1. It should be easily understandable. The forms, which are more difficult to read and
understand, are not effective performance appraisal systems.
2. The appraisal programs must have support of all line people who administer it. If line
people think it is too theoretical, too ambitious, and too unrealistic or that it has been
foisted on them by ivory – tower staff consultants who have no comprehension of the
demands on the time of the line operator.
3. The appraisal system should fit the organizational operations and structure the form
constructed and the factors framed should be suitable for the organizational culture
and structure.
6. The appraisal form should be periodically evaluated to ensure that it meets its purpose
Corrective actions
2.6 The Way Forward Process
Performance appraisal
Rewarding
Performance Competencies Career development
& Successions
Planning
Training &
Development
The performance appraisal system must possess the attributes of clarity, openness, and
fairness. These attributes are related to the historic values of the student affairs profession.
While specific implementation of these attributes may vary, the following should be
represented in effective performance appraisal:
2.7.2 Job Descriptions - Job descriptions should be reliable, valid, understandable, and
specific enough to provide direction for staff behavior. Job descriptions should focus on what
the staff member does (e.g. advises the student government association) and what outcomes
are expected. These outcomes should be clearly linked to departmental and institutional
objectives and needs.
Job descriptions should use action words such "plans" or "supervises" rather than
"demonstrates initiative" or "is likable." Job descriptions should provide guidelines for staff
so they know the specific behaviors expected to perform. The responsibilities of the staff
member should be listed in order of importance and weighted relative to importance, if
possible.
2.7.4 Workable formats that Avoid Systemic Bias - Effective performance appraisal
systems must include workable formats that avoid systematic biases. Checklists of
performance criteria completed at the same time every year should be avoided. This type of
approach simply fails to produce any useful information for individual or organizational
improvement.
Other biases include giving preferential treatment to some but not all staff, rating all staff the
same, being overly lenient or overly harsh toward some or all staff, and practicing conscious
or unconscious racial or gender prejudice.
Adopting a format that includes the standards of clarity, openness, and fairness and that
involves more than one appraiser may help to control some of these biases.
2.8 Susan M. Heathfield of
Says, “Managers cite performance appraisal as the task they dislike the most. This
is understandable given that the process of performance appraisal, as traditionally practiced, is
fundamentally flawed. It is incongruent with the values-based, vision-driven, mission-
oriented, participative work environments favored by forward thinking organizations today. It
smacks of an old fashioned, paternalistic, top down, autocratic mode of management which
treats employees as possessions of the company.”
2.9 Bacal’s of
Says that "... A basic human tendency to make judgments about those one is working
with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In the
absence of a carefully structured system of appraisal, people will tend to judge the work
performance of others, including subordinates, naturally, informally and arbitrarily.
Performance appraisal systems began as simple methods of income justification. That is,
appraisal was used to decide whether or not the salary or wage of an individual employee was
justified.
The process was firmly linked to material outcomes. If an employee's performance was found
to be less than ideal, a cut in pay would follow. On the other hand, if their performance was
better than the supervisor expected, a pay rise was in order.
Says, “Appraisers should not confront employees directly with criticism. Rather, they
should aim to let the evidence of poor performance emerge "naturally" during the course of
the appraisal interview. This is done by way of open-ended questioning techniques that
encourage the employee to identify their own performance problems.
.
CHAPTER 3
PRIMARY OBJECTIVE:
SECONDARY OBJECTIVE:
To know the employees awareness & level of satisfaction about the Performance
Appraisal practiced in the organization
RESEARCH METHODOLOGY
A research design is purely and simply the framework or plan for a study that
guides the collection and analysis of data. Generally a research design is a blue print of the
research that is to be followed in completing the study.
It is descriptive research type are those, which are concerned with describing the
characteristics of a particular individual or of a group, where we cannot control the variables
4.4.1 Primary data are measurements observed and recorded as part a study to collect original
data. I.e. to conduct first hand investigation.
Company records
Annual Reports
Product Catalogue
Likert scale:
A scale by the likert method in which subjects are given a number of statements
and asked to indicate their agreement or disagreement with those statements.
Dichotomous question:
Here the respondents are under the obligation to answer between two clear cut
alternatives like ‘YES’ or ‘NO’.
For the analysis of data and its interpretations, various tools of research were used.
i. Percentage Method:
2
χ 2 = Σ { ( Ο − Ε ) / Ε}
Steps
• Multiply the weights (W) by the variables (X) to obtain WX
• Add all WX to obtain WX
• Divide WX by sum of the weights (X) to get weighted average.
iv Rank Correlation
Rank Correlation is the technique of determing the degree of correlation
between two variables in case of ordinal data where ranks are given to the different values of
the variables
/
CHAPTER 5
ANALYSIS AND INTERPRETATION
TABLE 5.1
Age of the Respondents
Inference
58% of the respondents belong to the age of 25-35 years
24% of the respondents belong to the age of 35-45 years
CHART 5.1
Age of the Respondents
30
25
20
15 29
10
d
n ofR
esp
t N 5
0
<25 25-35 35-45 45-55 >55
Age of the Respondents
TABLE 5.2
Gender
Inference
From the above table it is inferred that 74% of the respondents are male and 26% of the
respondents are female.
CHART 5.2
Gender
40
30
20 37
10
d
n fR
esp
t N
o
0
MALE FEMALE
Gender
TABLE 5.3
Marital Status
Inference
From the above table it is inferred that 56% of the respondents are married and 44%
Of the respondents are unmarried.
CHART 5.3
Marital Status
30
25
20
15 28
10
5
d
n fR
esp
t N
o
0
Married Unmarried
Marital Status
TABLE 5.4
Experience
Inference
26% of the respondents belong to the experience of less than 2 years.
42% of the respondents belong to the experience of 2-4 years.
18% of the respondents belong to the experience of greater than 6 years.
CHART 5.4
Experience
25
20
15
10 21
d
n fR
espN
o
5
t
0
LESS THAN 2 2-4 4-6 GREATER
THAN 6
Experience
TABLE 5.5
Educational Qualification
Inference
From the above table it is inferred that 16% of the respondents are Diploma, 70% of the
respondents are UG and 6% of the respondents are PG.
CHART 5.5
Educational Qualification
40
30
20
35
d
n fR
esp
t N
o
10
TABLE 5.6
Inference
From the above table shows that 18% of the respondents have said that their present job
is challenging and 74% of the respondents have said that their present job is interesting and
30
20
37
10
fR
d
n
p
s
e
tN
o
TABLE 5.7
Yes 50 100.0
Inference
From the above table it is found that 100%of the employees are having awareness about
the grading provided in the performance appraisal system.
CHART 5.7
Aware of Performance
Apprasial
50
40
30
50
20
d
n fR
espN
o
10
t
0
Yes
Aware of Performance
Apprasial
TABLE 5.8
Inference:
From the above table it is found that 92% of the employees are aware of the
objectives of performance appraisal system, only 8% of them are unaware about the
CHART 5.8
Objectives Performance Apprasial
50
40
30
46
20
d
n fR
esp
t N
o
10
0
Yes No
Objectives Performance Apprasial
TABLE 5.9
Inference:
From the table it is found that 2% of employees are followed with open-system and for
96% of employees confidential system is followed.
CHART 5.9
Type of Performance Apprasial
50
40
30
48
20
d
n fR
esp
t N
o
10
0
Open System confidential 3
system
Type of Performance Apprasial
TABLE 5.10
Inference:
From the above table shows that 20% of the respondents opinions were good, 60%of
the respondents opinion were fair and 20% of the respondents opinions were needs
30
25
20
15 30
10
d
n fR
esp
t N
o
0
Good Fair Needs
Improvement
Present Performance Level
TABLE 5.11
Inference:
From the above table shows that 80% of the respondents were satisfied, 20% of
CHART 5.11
Present Apprasial System
40
30
20 40
d
n fR
esp
t N
o
10
0
Satisfied Partially Satisfied
Present Apprasial System
TABLE 5.12
Inference:
From the above table shows that about 98% of the respondents have said that were
additional job satisfaction towards the performance appraisal and 2% of the respondents have
50
40
30
49
20
d
n ofR
esp
t N
10
0
Yes No
Performance Apprasial Additional Satisfaction
TABLE 5.13
Inference:
From the above table shows that the level of additional job satisfaction 8% of the
respondents at very high level and 76% of the respondents have that their level of additional
job satisfaction is high and 16% of the respondents have said their have of additional job
satisfaction is moderate.
CHART 5.13
Level of Add Job Satisfaction
40
30
20 38
10
d
n ofR
esp
t N
0
At Very High High Level Moderate
Level
Level of Add Job Satisfaction
TABLE 5.14
Frequency of PA
Inference:
From the table it is found that 8% of employees, the time span for conducting the
performance appraisal process is quarterly, for 2% of employees the time span is half-yearly,
for 90% of employees the time span is annually . For majority of employees annual time span
is followed.
CHART 5.14
Frequency of Performance Apprasial
50
40
30
45
20
d
n fR
esp
t N
o
10
0
Quarterly Half-yearly Annually
Frequency of Performance Apprasial
TABLE 5.15
Relation
with
Commi Superior
tment Job and Leadershi Commu
of Disciplin Knowle Attendan Subordin Plan of Decision p nication
Opinion Work e dge ce ates Work Making Qualities Skills
X Y X Y X Y X Y X Y X Y X Y X Y X Y
Agreed 2
43 86 48 96 48 96 44 88 42 84 43 86 48 96 42 84 52
6
Partially 2
6 12 2 4 2 4 6 12 8 16 7 14 2 4 8 16 48
agreed 4
Disagree
1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
d
X = No of respondents
Y = Percentage (%)
Inference
From the above table it is found that, majority of the employees are agreed to the factors
of inducing to increase their performance, mainly to the factors of Discipline 96%, Job
Knowledge 96%, and Decision Making 96%.
CHART 5.15
Co mmun icatio n Skills Coun t R ow s
Agreed
Lead ers h ip Q ualities Cou nt Partially agreed
Dis agreed
D ecis ion M aking Count
D is ciplin e Co un t
Co mmitmen t of W o rk Coun t
10.00 20.00 30.00 40.00
V a lue s
TABLE 5.16
Inference
CHART 5.16
Factors Inducing to Increase Performance
Commitment of
Work
Discipline
Job Knowledge
Relation with
Superior and
Subordinates
Decision
Making
Leadership
Qualities
Communication
Skills
TABLE 5.17
Performance Appraisal - Self Development
Yes 50 100.0
Inference:
From the above table shows that 100% of the respondents have facilitated to increase
self-development
TABLE 5.18
Yes 50 100.0
Inference:
From the above table shows that 100% of the respondents have facilitated to know the
employee performance programme.
TABLE 5.19
Level of Self Development
Inference:
From the above table it is found that 86% of the respondents feel high, 12% of the
CHART 5.19
40
30
43
20
d
n ofR
esp N
10
t
0
Very High High Moderate
Level of Self Development
TABLE 5.20
Kind of Programme
Inference:
From the above table shows that 50% of the respondents are undertaking group
CHART 5.20
Kind of Programme
25
20
15
25 25
10
d
n fR
esp
t N
o
0
Group Discussion Course Undertaken
Kind of Programme
TABLE 5.21
Feedback Effectiveness
Inference
82% of the respondents belong to effectives of helps in knowing one’s own potential.
18% of the respondents belong to effectives of Sense of Recognition.
CHART 5.21
Feedback Effectiveness
50
40
30
20 41
10
d
n fR
esp
t N
o
0
Helps in Knowing One's Own Potential
Sense of Recognition
Feedback Effectiveness
TABLE 5.22
Satisfaction of Performance Appraisal
Inference
From the above table it is inferred that 84% of employees are satisfied with the
following system, and 16% of them are moderate and none of the employees are dissatisfied
CHART 5.22
50
40
30
42
20
10
d
n fR
esp
t N
o
0
Satisfied Moderate
Satisfaction of Performance Apprasial
TABLE 5.23
Feedback of Performance Appraisal
Yes 50 100.0
Inference:
From the table it is found that 50% of employees are given feedback.
TABLE 5.24
By Training 50 100.0
Inference:
From the table it is found that 50% of employees are given by training.
ANALYSIS OF OPINION OF RESPONDENTS REGARDING
PRESENT PERFORMANCE LEVEL AND KIND OF PROGRAMME
[USING CHI SQUARE]
TABLE 5.25
Observed Count
Kind of Programme
Course
Group Undertake
Discussion n Total
Present Good 7 3 10
Performance Fair 16 14 30
Level Needs
2 8 10
Improvement
Total 25 25 50
Expected Count
Kind of Programme
Course
Group Undertake
Discussion n Total
Present Good 5.0 5.0 10.0
Performance Fair 15.0 15.0 30.0
Level Needs
5.0 5.0 10.0
Improvement
Total 25.0 25.0 50.0
NULL HYPOTHESIS:
Ho: There is no association between present performance level and kind of programme
ALTERNATE HYPOTHESIS
H1: There is association between present performance level and kind of programme
TABLE 5.25.1
CHI SQUARE
Oi Ei (Oi-Ei)2 /Ei
7 5 0.8
16 15 0.06
2 5 1.8
3 5 0.8
14 15 0.06
8 5 1.8
Inference: There is no association between present performance level and kind of programme
ANALYSIS OF OPINION OF RESPONDENTS REGARDING LEVEL OF
ADDITIONAL JOB SATISFACTION AND SATISFACTION OF PERFORMANCE
APPRASIAL SYSTEM
[USING RANK CORRELATION]
TABLE 5.26
TABLE 5.26.1
X Y (xi-yi) 2
3 3 0
1 1 0
2 2 0
r = 1- 6Σ di2/ n (n2-1)
= 1 - 6(0)
3(32-1)
r = 1
Inference
Level of additional job satisfaction and satisfaction of performance appraisal system are
positively correlated.
CHAPTER 6
FINDINDS OF THE STUDY
Most of the respondents belong to the age of 25-35 years, majority of the respondents
are male, and most of the respondents are having experience of 2-4 years.
Majority of the respondents have said their present job is interesting. 100% of
employees aware about the performance appraisal system carried out in the organization, 96% of
employees follow confidential system. Most of the respondents opinion was fair, and 80% of the
respondents are satisfied towards performance appraisal system.
The opinion of the respondents regarding the factors for appraising the employees
they rank Discipline, Job Knowledge, Decision Making as first rank followed with Attendance
and last as Communication Skills.
CHAPTER 7
7.1 SUGGESTIONS AND RECOMMENDATIONS
From the study it was found that the employees lacked in communication skills, so
the organization can give special training on soft skills to the employees.
Only two type of training programme like group discussion and training related to
their specific job is given. Knowledge about ethics and interpersonal relationship should be
introduced.
Senior management should continually review the appraisal conducted, which
shall be seen as positive support to the system by the appraiser as well as apprasisees, and their
This study helps to understand the performance appraisal system practiced in the
Manatec Electronics. Majority of the employees are benefited by this system and the procedure
followed and they are enjoying the various benefits from this system
to take their consideration to the management and to get more benefits and also for their more
effective performance.
CHAPTER 8
1. The employees were a bit hesitant to reveal the negative aspects in spite of the confidence
given to them that study is meant for academic purpose and the personal details will
maintained in total confidence.
3. The information provided by the respondents is spontaneous and they may not be
consistent.
SCOPE FOR FURTHER STUDY
a.The scope of the study encompasses all the members in all the departments existing in a
firm. The study is conducted to know the expectation among the employees.
The study is carried out in Puducherry. The study is for a Period of 1months.
The population is 250 employees. The sample size taken is of 50.
5. Designation: _________________
2. Are you aware of the performance appraisal system practiced in your organization?
Yes [ ] No [ ]
3. Are you aware of the objectives of performance appraisal system in your organization?
Yes [ ] No [ ]
a) Quarterly [ ] b) Half-yearly [ ]
9. Do you think the following factors are necessary for appraising the employees?
Partially
Agreed Dis-agreed
agreed
a. Commitment of work [ ] [ ] [ ]
b. Discipline [ ] [ ] [ ]
c. Attendance [ ] [ ] [ ]
d. Job Knowledge [ ] [ ] [ ]
e. Relation with superior and subordinates [ ] [ ] [ ]
f. Plan of Work [ ] [ ] [ ]
g. Decision Making [ ] [ ] [ ]
h. Leadership qualities [ ] [ ] [ ]
i. Communication skills [ ] [ ] [ ]
10. Among the performance appraisal factors which induce you the most to increase your
performance.
11. a) Does the performance appraisal system facilitate to increase your self development?
a) Yes [ ] b) No [ ]
b) If yes, at what level the performance system is helpful your self development?
a) Very high [ ] b) High [ ] c) Moderate [ ] d) Poor [ ]
12. a) Are the employees, undertake any programmer to improve their performance?
a) Yes [ ] b) No [ ]
Yes [ ] No [ ]
c) Increases productivity [ ]
d) Sense of recognition [ ]
e) Others ----------------------------------------------------------
15. Specify your satisfaction level regarding the performance appraisal system carried out in
your oraganisation?
c) Moderate [ ] d) Dissatisfied [ ]
e) Highly dissatisfied [ ]
16. At low performance level, how does your organization improve the performance
level of the employee?
a) By advice [ ] b) By training [ ]
c) By punishment [ ] d) By rules & regulation [ ]
17. suggestions
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ANNEXURE II
BIBILIOGRAPHY
BOOKS
WEBSITE
• www.performance apprasial.com
• www.answers.com
• www.manatec.net