A STUDY ON EFFECTIVENESS OF EMPLOYEE PERFORMANCE APPRAISAL TO SHALOM GARMENTS IN VALLIOOR SUBMITTED BY A.SAHAYA JENITA Reg.

no: 963211631044

A PROJECT REPORT

Submitted to FACULTY OF MANAGEMENT STUDIES, PET ENGINEERING COLLEGE

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY, CHENNAI SEPTEMBER-2012

BONAFIDE CERTIFICATE This is to certify that the project report on A STUDY ON EFFECTIVENESS OF EMPLOYEE PERFORMANCE APPRAISAL TO SHALOM GARMENTS, VALLIOOR is the bonafide work done by A.SAHAYA JENITA (Reg. No: 963211631044) who carried out the project work under my supervision.

Internal Guide Mrs. B. Subha, M.B.A, (Ph. D).,

Head of the Department Mrs. D. Ranjitham, B.SC, MBA, M.phil, Ph.D.

Assistant Professor PET Engineering College Vallioor.

Head of the department PET Engineering College Vallioor.

Submitted for the project Viva-Voce Examination held on PET Engineering College vallioor on .

Internal Examiner

External Examiner

DECLARATION

I do here by declare that the project work titled A STUDY ON EFFECTIVENESS OF EMPLOYEE PERFORMANCE APPRAISAL IN SHALOM GARMENTS, VALLIOOR is the record of original work done by me under the guidance Mrs. B.Subha, M.B.A, (Ph.D), I also confirm that no part has been submitted before any other course.

Place: vallioor Date:

Signature

ACKNOWLEDGEMENT

First of all I would like to thank GOD for his grace and love throughout the project period. With great pleasure and sincerity I thank Dr. A. SYED ABU THAHEER, ME, Ph.D, Principal PET Engineering College, Vallioor, for his generous advice, great enthusiasm and constant inspiration for the successful accomplishment of the project.

I place my special thanks to Mrs. D. Ranjitham B.SC, M.B.A, M.phil, Ph.D, professor and the Head of the Department, PET School of Management Studies, PET Engineering College for his incessant encouragement and scholarly remarks throughout this study which made it possible to complete this dissertation work.

I express my gratitude to Mrs. B. Subha, M.B.A, (Ph.D). Assistant Professor in PET School of Management in Studies, who guided and helped me in the preparation and completion of this project work.

I am grateful to all managers and employees, SHALOM GARMENTS, VALLIOOR, for giving the opportunity to conduct the study in his reputed organization.

I am also elated to thank all my professors and organizational guide for their tireless efforts guiding me to the bright thing in the right way in spite their tight schedule.

I am also grateful to my family and all my friends who have helped me in all possible ways in completing this dissertation.

ABSTRACT

This study is on analysis of fact with respect to SHALOM GARMENTS, VALLIOOR. The title of the project is A STUDY ON EFFECTIVENESS OF EMPLOYEE PERFORMANCE APPRIASL. The company files and documents provided for secondary sources of data. The study is descriptive in nature.

The purpose of this study is determine the factor which the employees in the organization preferring for their appraisal and the employee satisfaction with the existing appraisal system. Most of the respondent rated both subjective and objective measures as preferable. The primary data is collected through interview. Sampling technique is simple random sampling. The size of sampling is 75 employees. The statistical tools used for analysis for percentage method. It was found that some employees surveyed are dissatisfied with their present organization appraisal methods and are greater chances that they may leave their employer if they get better employer. The employer must pay attention to this situation and design effective methods as remedies at the earliest or else they may soon lose their effective workforce.

CHAPTER

TITLE INTRODUCTION 1.1 Introduction 1.2 Industry profile 1.3 Company profile 1.4 Statement of problem

PAGENO.

2 3 5 8 9 9 9 10 10 10 10

1.5 Objectives of study 1.6 Significant 1.7 Scope of the study 1.8 Period of the study 1.9 Area of the study 1.10 Limitation of the study 1.11 Chapterization

REVIEW OF LITERATURE 2.1 Introduction II 2.2 Literature Review 2.3 Conclusion RESEARCH METHODOLOGY 3.1 Introduction 3.2 Research design 3.3 Source of data 3.3.1 Primary data III 3.3.2 Secondary data 3.4 Sample technique 3.5 population size 3.6 Sample size 3.7 Sample unit 3.8 statistical tools 3.8.1 percentage analysis 19 19 19 19 20 20 20 20 20 21 21 12 12 17

IV

DATA ANALYSIS AND INTERPRETATION 4.1 Introduction 23

FINDINGS,SUGGESTIONS AND CONCLUSION 5.1 Introduction 5.2 Findings of the study 5.3 Suggestion 5.4 Conclusion 67 68 69 70

LIST OF TABLES

TABLE NO 4.1.1 4.1.2 4.1.3

PARTICULARS Table showing Gender wise classification Table showing employees Age wise classification Table Table Table Table Table showing showing showing showing showing employees employees employees employees employees Marital

PAGE NO. 23 25 wise 27

classification 4.1.4 Educational 29 wise 31 wise 33 wise 35

Qualification wise classification 4.1.5 Department Experience Income

classification. 4.1.6

classification. 4.1.7

classification. 4.1.8 Table showing employee performance appraisal 37 needed in organization. 4.1.9 Table showing employee performance appraisal 39 achieve the organization 4.1.10 Table showing performance appraisal is helpful in 41 reducing grievances 4.1.11 Table showing employee satisfaction of existing 43 performance appraisal system 4.1.12 Table showing performance appraisal identify 45 strength and weakness of employee 4.1.13 Table showing employee Major achievement and 47 failure or success of work

4.1.14

Table showing employee co-operation and team 49 work

4.1.15

Table showing training aspects are developed the 51 organization

4.1.16

Table showing employee motivation of the 53 organization

4.1.17 4.1.18

Table showing employee skill and knowledge

55

Table showing promotion are helpful among the 57 employee

4.1.19

Table showing employee satisfied the transfer in 59 the work

4.1.20

Table showing performance appraisal is helpful 61 among the employee needs and expectation

4.1.21

Table showing satisfied with separate committee to 63 reviews the performance appraisal system

LIST OF CHARTS

TABLE NO 4.1.1 4.1.2 4.1.3

PARTICULARS Chart showing Gender wise classification Chart showing employees Age wise classification Chart Chart Chart Chart Chart showing showing showing showing showing employees employees employees employees employees Marital

PAGE NO. 24 26 wise 28

classification 4.1.4 Educational 30 wise 32 wise 34 wise 36

Qualification wise classification 4.1.5 Department Experience Income

classification. 4.1.6

classification. 4.1.7

classification. 4.1.8 Chart showing employee performance appraisal 38 needed in organization. 4.1.9 Chart showing employee performance appraisal 40 achieve the organization 4.1.10 Chart showing performance appraisal is helpful in 42 reducing grievances 4.1.11 Chart showing employee satisfaction of existing 44 performance appraisal system 4.1.12 Chart showing performance appraisal identify 46 strength and weakness of employee 4.1.13 Chart showing employee Major achievement and 48 failure or success of work 4.1.14 Chart showing employee co-operation and team 50 work

4.1.15

Chart showing training aspects are developed the 52 organization

4.1.16

Chart showing employee motivation of the 54 organization

4.1.17 4.1.18

Chart showing employee skill and knowledge

56

Chart showing promotion are helpful among the 58 employee

4.1.19

Chart showing employee satisfied the transfer in 60 the work

4.1.20

Chart showing performance appraisal is helpful 62 among the employee needs and expectation

4.1.21

Chart showing satisfied with separate committee to reviews the performance appraisal system

64

CHAPTER I

CHAPTER I INTRODUCTION
1.1 INTRODUCTION Performance appraisal is a systematic and periodic process that assesses an individual employees job performance and productivity in relation to certain pre established criteria and organizational objectives. Performance appraisal is often included in performance management systems. Performance management systems are employed to manage and align all of an organizations research in order to achieve highest possible performance. Some applications of performance appraisal are performance improvement, promotions, termination, test variation and more. While there are many potential benefits of performance appraisal there are also some potential drawbacks. For example performance appraisal can help facilitate management employee communication; however performance appraisal may result in legal issues if not executed appropriately as many employees tend to be unsatisfied with performance appraisal process. Performance appraisals of employee are necessary to understand each employees abilities, competencies and relative merit and worth for the organization. Performance appraisal is the process of making an assessment of the performance and progress of the employees of an organization. Once an employee has been inducted into the organization and given the necessary training, the next step is to assess his performance periodically. Such an assessment would indicate whether he is efficient or not.

1.2 INDUSTRY PROFILE

Historical background: The Indian textile has a great legacy, which is perhaps unmatched in the history of Indias industrial development. Indias textile industry evolved and developed at a very early stage and its manufacturing technology was amongst the best. Prior to colonization, Indias manually operated textile machines were among the best in the world, and served as a model for production of the first textile machines in newly in industrialized Britain and Germany. Indian textiles were sought after for their finesse, quality and design. According to Chouta Kuan, the Chinese observer preference was given to the Indian weaving for its and delicacy Prestige trade textile such as Patola from Patan and Ahmadabad, coast were sought after by the Malaysian royalty and wealthy traders of the Philippines. Textiles have historically formed an important component of Indias exports. Marco Polos records show that Indian textiles used to be exported to China and South East Asia. Textiles have also comprised a significant portion of the Portuguese trade with India. These included embroidered bedspreads, wall hangings and quits of embroidered wild silk on a cotton or jute ground. The attractiveness of the fast dyed, multi colored Indian prints on cotton (chintz) in Europe led to the formation of the London East India company in 1600, followed by Dutch and French counterparts. By the late 1600s there was overwhelming demand for their governments to ban the import of these cottons from India. The Legacy of the Indian textile Industry stemmed from its wealthy in natural resources silk, cottons and jute, the technology used was superior and skills of the weavers gave the finished product a most beautiful and ethnic look. The Indian textile Industry with such a great pedigree could have gone only on way from were. But same did not happen. 3

Colonization _ an End of the Indian Textile Legacy. Colonization put an end to Indias glorious textiles Legacy. The British knew that they would not complete with Indian textile industry and as a result resorted to complete with destruction of the Industry. By 1880 the domestic market had grown to be serviced solely by the British manufacturers: India, once the worlds leading exporters of textiles, was forced to become a net importer. Tariffs were kept out of the British market. One of the aspects of Indias freedom struggle, ked by Mahatma Gandhiji, was to weaken the British textile Industry by wearing homespun cloths. Gandhiji was convinced that the textile sector could a catalyst in advancement of the Indian population by creating employment for the excess labour pool. Post Independence, till about the late 1980, the Government of India put numerous polices and regulations in place to ensure that mechanization did not occur and that labour intensive textiles were produced, large scale production was discouraged by restrictions on total capacity and mechanism of mills. The labour regulations did not allow capacity investment and resulted in high production coasts. Imposition of price restrictions, along with decreased productivity severely hampered the competitiveness of the sector. Till 1985, the main concern of Government policies was centered on import substitution, protection of existing employment in the organized sector and support for decentralized sector. These concerns were reflected in the government policies such as imposition of quotas on yarn export, strong exit barriers even for unviable operations, general discouragement of automation, stringent licensing for organized sector and price regulations to handle the shortages resulting from the licensing restrictions.

1.3 COMPANY PROFILE INTRODUCTION Messrs. Shalom Garments PVT LTD was established in the year 1999 for the purpose of making readymade garments for the domestic and overseas markets. Mr. P. Gnanaraj is the Managing Director of the Company who has a vast experience in the tailoring industry from his childhood. The factory is situated at 216/A, Main Road, Vallioor. The factory is well equipped to manufacture readymade garments and is constructed on the land owned by the company. The company is registered with the Sales Tax authorities for the State and Central Sales Tax operations, with the Central Excise and is also registered with Apparel Export Promotion Council. MANAGEMENT The Managing Director of the Company Mr. P.Gnanaraj has a vast experience in the manufacture of the readymade garments. He started his career as a manufacture in a small way and has grown to produce about 2,000 shirts on a daily basis with his knowledge and experience. He has also developed a vast market by his unorthodox approach to the people and his down to earth attitude which has earned him very many customers. He has through an efficient sales team, developed clientele all over Tamil Nadu and Kerala to market the major product of the factory viz., shirts of varies design. He also has a through knowledge of the market and its requirements can go in for the latest design for the market with case. FACTORY The factory is situated at Main Road, Vallioor, which is linked by Road and Rail to all the major cities and towns of Tamilnadu and Kerala. Vallioor is a small town ideally suitable for the manufacture of readymade garments since it is surrounded by so

Many villages so that mobilization of work force, whenever needed, will not be a problem. Since the town is situated on the National Highway the transportation of the raw materials and dispatch of the finished products from the factory premises is very convenient. Factory is equipped with full complement of latest and sophisticated machines for the manufacture of shirts and is equipped to bring out about 2000 shirts per day. PRODUCTS More than90% of the products that roll out of the factory is SHIRTS with well known Brand names such as SHELTON: and HARRY WILLIAMS shirts part from other brands which go for the export market. SHELTON shirts have earned its own brand image in all nook and corner of Tamil Nadu and are being marketed in the state of Kerala also. In addition the company has produced pants for exports and local market. MARKET The shirts that are manufactured by the company is catering to the needs of the sections of the society with the latest designs and according to the taste of the market. The market for the garments is wide and perennial as it forms part of the attire of every man who wants to link decent and presentable. Hence the market is wide open products and can be sold in the nook and corner of the State and other states. During the festival seasons which come in October/November the demand increases considerably. MARKETING The Managing Director of the company travels a lot and develops new customers for the supplies. In addition, the company has got prime customers in most of towns in Tamil Nadu the marketing of the shirts will not be a problem at all. The

Company has their own sales executives who are always travelling across the States of Tamil Nadu and Kerala soliciting orders from the existing customers and trying to find out new customers. Names of few of the primes customers are Messrs.R.M.K.V & sons, at Chennai and Nellai, Nallaperumal & Sons at Nagercoil, Splencere at Madurai, Pinky at Kottayam, Shenoy Garments at Ernakulam, Rex Fashions at Chennai, Sekar dresses at Chennai. The company has customers in all the towns of the State such as Tiruchirapalli, Chengelput, Thanjavur, Pattukottai, Chidambaram, Selam, Erode, Coimbatore, and small towns such Tenkasi, Theni, Ambasamudram, Kovilpatti, etc. EXPORTS In addition to the local market, has a steady clientele in Dubai and Saudi Arabia. The company supplies the shirts to a company called A1 Wahaj Trading Est., in Dubaioand about 30,000 shirts are being exported to the above buyer or an avarege every month. The payments from the buyers have been very regular and the company hopes to increase the exports 50,000 shirts in a month. This also helps the company to keep us the production in learn months such as January to April every year. MACHINARY The factory is fully equipped with the latest and most modern machinery which is required for the manufacture of quality products viz., shirts which can complete with any leading brand in the market. All the machines are run by power to be operated by the operators, tailors etc., and the basic machine which is used in the manufacture is single needle lockstitch machine. The factory has more than 150 machines for the manufacture of about 2000 shirts. In addition, sufficient numbers of machines have been installed for the purpose of button hole stitching, khaja machines apart from ironing equipment for ironing the fusing materials and the finished products.

POWER The factory is connected with129 H.P power supply, so that any point of time, there will be no slowing down of the production activity. In addition, 125 KVA generators are installed to supplement the requirements of power and when there is a power break down from the Electricity Board. This ensures continuous flow of power for the manufacturing activity, thereby there will not be a stoppage of work at any point of time. In general, the power supply position by the Electricity Board has been very good and the additional captive power generation capacity that is installed takes care of any eventuality of emergency. LABOUR The company employs more than 300 workers of various categories, like tailors, cutter, helpets, etc. apart from supervisors. Since the town is surrounded by various villages, the mobilization of work has never been a problem for the company. In addition, the workers when recruited are given training in tailoring and other related skills as per the ability of the worker employed and utilized when the training is completed successfully. The workers when employed tend to stay for a long period in the company due to the conductive atmosphere given to the workers for completion of their job. The workers are provided with subsidized food and all the basic amenities have been provided.

1.4 STETEMENT OF PROBLEM

The performance appraisal of the employees in the organization should be an effective tool for measuring the employees performance. If the performance not measured in real manner it will be a critical. This study will help to known about the explore opinion towards the employee performance appraisal system provided in the organization.

1.5 OBJECTIVES
To study the present employee performance appraisal in the organization. To identify the strength and weaknesses of employees job. To identify areas for further training needs. To determine the employee promotion and transfer. To find the gaps in the existing system.

1.6 SIGNIFICANCE
Employees are the most significant resource of any business, and performance appraisals reflect the organizations commitment in developing this important resource of human capita performance appraisal grant upper management an opportunity to reward excellent performance or reprimand unsatisfactory performance. This powerful managerial tool should directly reflect the overall organization goals and objectives the employee assessment should provide useful feedback about the employees contributions or lake of contributions toward these goals.

1.7 SCOPE OF THE STUDY

This study is help to increase confidence through recognizing strengths while identifying training needs to improve weakness. This study is help to provide reliable data and information on the current performance level. This study can be helpful to the company for conducting any further research. With the results of the study the company can improve their standards of their appraisal system. This study is also helpful in finding out the respondents opinion towards certain attributes.

1.8 PERIOD OF THE STUDY During of my project study is a period of one month for Effectiveness of employee performance appraisal to shalom garment in vallioor. 1.9AREA OF STUDY I have done my project for Shalom garments in vallioor. 1.10 LIMITATION Time and resource were the major constraints during the executive of the project. Therefore only a limited number of employees were included in the project.

The respondents were revolved inside the organization only so it can not Be generalized as a whole.

There are many respondents who hesitated to answer the questionnaire.

Some of the respondents were not even ready to spare time with the researches.

The results and findings of findings are confined to all limited are. It was limited to a particular department.

1.11 CHAPTERISATION The first chapter deals with the Introduction part of the study. The second chapter deals with the Review of literature of the study. The third chapter deals with the Research methodology of the study. The fourth chapter deals with the Data analysis and interpretation of the study. The fifth chapter deals with the Findings, suggestion and conclusion. 10

CHAPTER II

11

CHAPTER II REVIEW OF LITERATURE

2.1 INTRODUCTION
This chapter review the earlier literature related to the topic Effectiveness of employee performance appraisal helps the researches to get more ideas regarding training.

2.2 Review
Performance appraisal refers to all those procedures that are used to evaluate the personality the performance and the potential of its group members. Evaluation is different from judgement the former being concerned with performance the later with person while, evaluation deals with achievement of goals. Judgement has an undercurrent of personal attack and is likely to evoke resistance. The appraisal promotions pay review and continnation of employement are among the most obvious outcomes. Although the appraisal can be objective many jobs are evaluated in subjective terms. The performance appraisal process though which an organization gets information on how will an employee is doing his/her job.

1.

Biswajeet pattanayak, Human resource management 3 rd Edition, prentice Hall of India PVT LTD Page no116.

2. Seem Singh, organization behavior, Rorling kinder page no 164 3. John R Hollenbeck, Human resource management, Tata McGraw hill page no194

12

The employee to improve his performance his limitations are easily known and he knows the areas that need further improvement. Performance appraisal helps in bringing about a close interaction and proper understanding between the superior & the subordinate.

In the international context it is a good blend of each that makes an effective performance management system. Given the tangible and intangible goals that a host unit needs to fulfill it is critical to ensure that while objectives & targets are smart goals.

Performance appraisal is an objective assessment of an individuals performance against well defines bench marks. Promotions helping the supervisors know their employees helping the workers know their process wages and salary administrations and training and development.

Training and development needs provide a frame work for further employee training & development by identifying and preparing individuals for increased responsibilities.

4. PG Aquinas, Human resource management, VIKAS publishing house PVT LTD, page 109 5. Sadna Dash 1st Edition, International Human resource management, Tata MC Graw-hill publishing company LTD Page no 207 6. Jeffery A.Mello 1st Edition, HRM, Thomson publishing page no335 7. Mr.Rundrabasaraj 2nd Edition, personal Administration Practics in India, Vaikunth Metha NICM pages no 248. 8. Keith Davis 1st Edition, HRM, V.Jayakumar page no 113.

13

Performance based reward. A reward system in which team members earn bonuses for reducing coasts increasing labour efficiency in their work process.

Performance evalu7ation procedures to some extent on supervisors judgements about an employees behavior these judgements are usually summarized by using one of several paper and pencil methods each of which is designed to provide an accurate picture of the employee.

Performance appraisal plays an important role in influencing an employees motivation. Managers are the sole judges of work performance there is an apparent confidence in the managers ability and authority to judge and therefore no training is given to appraiser for this task.

Managing under performance is a positive process based on feedback throughout the year and looks forward to what can above by individuals to overcome performance problems and importantly how managers can provide support and help.

10. Stevan L.MC Shane 4th Edition, organization behavior, page no 189 11. John M.Ivancevich 10th Edition, HRM, Page no 255 12. Stephan P. Robbins, organization behavior, prentice Hall of Indian PVT LTD Page 255 13. Michel Armstrong Kogam page India PVT LTD Page no 164. 14. Fletcher c performance appraisal and management

14

As employee by the evaluators of the five demonstration projects for eg; Perception of recruit quality. Allows flexibility in setting starting. Provides greater financial rewards to high performance. Perception link between pay and performance. Understanding person and system sources of work variation is fundamental to performance appraisal two divergent perspectives on this issue the traditional human resource management view and the statistical process control view are contrasted. Two specific questions the arise from a broader view of the appraisals process.

This article reviews recent evidence in support of organs & argument that satisfaction more generally correction with organizational prosocial or citizenship hype behaviors than with traditional productivity or in role performance.

Performance appraisal as a process by which an organization measures and evaluates an individual employees behavior and accomplishment for a finite period.

15. Fletcher, performance appraisal management.1st Edition. 16. Hannash S.Sistare,1st Edition.HRM, PHT learning PVT.LTD, New Delhi(2009) 17. Gregory H. Robbins, Performance appraisal as effective management (2009) 18. David A.Waldman. Performance appraisal (1997) 19. Dennis W. Organ performance appraisal, page no 113

15

The present study employed the moderating effects of organizational variables on the appraisal characteristic appraisal satisfaction relationship. Analysis indicated that the appraisal characteristics of action plans, frequency and rather training were more positively related to appraisal satisfaction when subordinates experienced role, conflect were not closely monitored, and supervisors has a large span of control.

Performance appraisal ratings of 125 first level managers were analysed to investigate the degree to which the criteria used to evaluate the overall job performance of black managers differs from that used to evaluate white managers. The performance appraisal from included items that measured both the social behavior dimension and task/goal accomplishment dimension of job performance.

Performance appraisal may be defined as any procedure that involves (1) setting work standards (2) assessing the employees actual performance relative to these standards and (3) providing feedback to the employee with the aim of motivating that person to eliminate performance above par.

Performance assessment is the process that measures employee performance it involves deciding (1) what to asses (2) who should make the assessments (3) which assessments procedure to use and (4) how to communicate assessments results

20. Devries Morrison, 2nd Edition. HRM (1981) 21. Taylor cox, Referantial Performance appraisal Criteria (1986) 22. Milkovich and Bocedream (1998) 23. A.S.Rohli 1st Edition. Page no (170)

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2.3 Conclusion
Based on the above discussed review of literature, performance appraisal has considerable influence on individuals performance as well as organization development.

17

CHAPTER III

18

CHAPTER III RESEARCH METHODOLOGY

3.1 INTRODUCTION Research is a scientific and systematic for pertinent information on a specific topic. Research is an art of scientific investigation. According to Clifford wood, Research comprises and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing & evaluating data, making deductions and reaching conclusions and at last carefully testing the conclusions to determine

whether they fit the formulating hypothesis. 3.2 RESEARCH DESIGN The design for this study is descriptive research design. This design was choose as it describes accurately the characteristics of a particular system as well as the views held by individuals about the system. The views and opinions af employees about the system help to study the suitability of the system as well as the constraints that might restrict its effectiveness. 3.3 SOURCE OF DATA Data source refer to various means through. Which the data collected data. Could be primarily classified as primary data and secondary data. 3.3.1 PRIMARY DATA The primary source of data is through questionnaire.

19 3.3.2 SECONDARY DATA The secondary data of information is based on the various data its Retrieved from journals, websites and magazines. The data for this study has been collected through primary sources. Primary data for this study was collected with the help of questionnaire. 3.4 SAMPLING TECHNIQUE Sampling is the process of selecting a few from a bigger group to become the basis for estimating or predicting a fact, situation or outcome regarding the bigger group. Sampling design is to clearly define set of objects, technically called the universe to be studied. This research has finite set of universe and the sampling design used in the study in Random sampling. Sampling technique used is sample random sampling. 3.5 POPULATION SIZE The size of the population is 300.
3.6 SAMPLE SIZE

The sample size for this research was75. 3.7 SAMPLE UNIT The sample unit for this research is shalom garments PVT LTD Company at Vallioor.

20 3.7 STATISTICAL TOOLS USED 3.7.1 PERCENTAGE ANALYSIS Percentage refers to a special kind of ratio. Percentage is used in making comparison about two or more series of data. Percentage as also used to describe relationship. It is also used to compare the relative terms of two or more series of data. The percentage analysis is calculated as follows: Percentage Analysis = No of respondent x 100 Total no of respondent

21

CHAPTER IV

22

CHAPTER-4 ANALYSIS AND INTERPRETATION OF DATA

4.1 INTRODUCTION The chapter deals with analysis and interpretation of data. To known the effectiveness of employee performance appraisal of the employees towards the Shalom Garments in Vallioor, 75 respondents have been taken as the sample and their opinion have been surveyed by preparing a Questionnarie and it has been used to known the employees performance appraisal of Shalom garments in Vallioor.

Table 4.1.1 The following table shows Gender of sample respondent.

Categories Male Female Total Source: Primary Data Inference:

No respondents 37 38 75

of

Percentage 49.3 50.6 100

The above table 4.1.1 clearly indicates that 49.3% of the sample respondents are male and the remaining 50.6% of the sample respondents are female.

23

CHART 4.1.1 The chart shows Gender wise sample respondent.

120

100

80 No of respondents Percentage 40

60

20

0 Male Female Total

24

Table 4.1.2 The following table shows age group of the respondent.

Categories Up to 20 years 20-30 Above 30 Total

No of respondent 25 26 24 24

Percentage 33.3 34.6 32.6 100

Source: Primary Data Inference: The above table 4.1.2 it is inferred that 33.3% of the sample respondents belong to the age group of up to 20 years, 34.6% belong to the age group of 20 30 years, 32% belongs to the age group of above 30 years. The study reveals that majority of the workers belongs to the age group of 20 30 years.

25

CHART 4.1.2
The following chart shows age group of the respondent.

40 35 30 25 20 15 10 5 0 Upto 20 years 20 - 30 Above 30 No of respondent %

26

Table 4.1.3 The following table shows marital status of the sample respondents.

Categories Married Unmarried Total

No of respondent 41 34 75

Percentage 54.6 45.3 100

Source: Primary Data

Inference: respondents unmarried.

The above table 4.1.3 it is inferred that 54.6% of the sample are married and the remaining 45.3% of the sample respondents are

27

CHART-4.1.3 The following chart shows marital status of the sample respondents.

120

100

80

60

No of respondents %

40

20

0 Married Unmarried Total

28

Table 4.1.4 The following table shows Educational of the sample respondent.

Categories SSLC HSC UG Total Source: Primary Data

No of respondent 26 29 20 75

Percentage 34.6 38.6 26.6 100

Inference: The above table 4.1.4 clearly depicts that 38.6% of the sample respondents have HSC, 34.6% of the sample respondents have SSLC, and 26.6 % of the sample respondents have the qualification of UG.

29

CHART- 4.1.4 The following chart shows Educational of the sample respondent.

120

100

80

60

No of respondents %

40

20

0 SSLC HSC UG Total

30

Table 4.1.5 The following table shows department of the sample respondents.

Categories Production Account Sales Purchase Total

No of respondent 18 20 19 18 75

Percentage 24.3 26.6 25 24 100

Source: Primary Data Inference: The above table 4.1.5, it is inferred that 26.6 % of the employees are from account department, 25 % are from sales department, 24.3 % are from production department, 24 % are from purchase department.

31

CHART-4.1.5 The following chart shows department of the sample respondents.

120 100 80 60 No of respondents 40 20 0 %

32

Table 4.1.6 The following table shows the distribution of the sample respondent based on the experience.

Categories Less than 5 years 5 10 years Above years Total 10

No of respondent 20 24 31 75

Percentage 26.6 32 41.3 100

Source: Primary Data Inference: The above table 4.1.6, it is inferred that 41.3 % of the sample respondents are experienced with above 10 years, 32 % of the respondents with 5 10 years, and 26.6 % with less than 5 years experience.

33

CHART-4.1.6 The following chart shows the distribution of the sample respondent based on the expenses.

120

100

80

60

No of respondent %

40

20

0 Less than 5 years 5 - 10 years Above 10 years Total

34

Table 4.1.7 The following table shows monthly income of sample respondents.

Categories 3000 3000 6000 Above 6000 Total

No of respondents 17 38 20 75

Percentage 22.6 50.6 26.6 100

Source: Primary Data Inference: The above table 4.1.7, it is inferred that 50.6 % of the respondents are

from earn 3000 6000, 26.6 % of the respondents are from above 6000, 22.6 % of the respondents are 3000.

35

CHART 4.1.7 The following chart shows monthly income of sample respondents.

120

100

80

60

No of respondents %

40

20

0 3000 3000 - 6000 Above 6000 Total

36

Table 4.1.8 The following table shows the performance appraisal system is needed in organization. Categories Strongly agree Agree Neutral Disagree Strongly disagree Total No of respondents 29 20 18 3 5 75 Percentage 38.6 26.6 24 4 6.6 100

Source: Primary Data Inference: The above table 4.1.8 it is inferred that 38.6 of the sample respondents are strongly agree, 26.6 % of the respondents are agree, 24 % of the respondents are Neutral, 4% of the respondents are disagree, 6.6 % of the respondents are strongly Disagree with the performance appraisal system is needed in organization.

37

CHART- 4.1.8 The following chart shows the performance appraisal system is needed in organization.

120

100

80

60

No of respondents %

40

20

0 Strongly Agree Neutral DisagreeStrongly Total agree disagree

38

Table 4.1.9 The following table shows the target of the organization is achieved through the performance appraisal.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 16 32 10 9 8 75

Percentage 21.3 42.6 13.3 12 10.6 100

Source: Primary Data Inference: The above table 4.1.9, it is inferred that 42.6% of the respondents are

agree. 21.3% of the respondents are strongly agreed. 13.3% of the respondents are neural. 12% of the respondents disagree. 10.6% of the respondents are strongly disagreed.

39

CHART- 4.1.9 The following chart shows the target of the organization is achieved through the performance appraisal.

80 70 60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly agree percentage No of respondent

40

Table 4.1.10 The following table shows performance appraisal is helpful in reducing grievance among the employee. Categories Strongly agree Agree Neutral Disagree Strongly disagree Total No of respondent 21 20 24 4 6 75 Percentage 28 26.6 32 5.3 8 100

Source: Primary Data Inference: The above table 4.1.10, it is inferred that 32% of the sample respondents are natural. 28% of the respondents are strongly agreed. 26.6% of the respondents are agreeing. 5.3%of the respondents are disagreeing. 8% of the respondents are strongly agreed.

41

CHART- 4.1.10 The following chart shows performance appraisal is helpful in reducing grievance among the employee.

35 30 25 20 No of respondent 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree Percentage

42

Table 4.1.11 The following table shows satisfied with the existing performance appraisal system.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 12 10 32 18 3 75

Percentage 16 13.3 42.6 24 4 100

Source: Primary Data Inference: The table 4.1.1, it is inferred that 42.6% of the respondents are neutral. 24.7% of the respondents are disagreeing. 16% of the respondents are strongly agreed. 13.3% of the respondents are agreeing. 4% of the respondents are strongly agreed.

43

CHART- 4.1.11

The following chart shows satisfied with the existing performance appraisal system.

45 40 35 30 25 20 15 10 5 0 Strongli agree Agree Neutral Disagree Strongly disagree No of respondents Percentage

44

Table 4.1.12 The table showing performance appraisal systems identify the strength and weakness of employee.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 21 22 8 4 20 75

Percentage 28 29.3 10.6 5.3 26.6 100

Source: Primary data Inference: The above table 4.1.12, it is inferred that 29.3% of the respondents are agreed, 28% of the respondents are strongly agreed, 26.6% of the respondents strongly disagreed, 10.6%of the respondents neutral, 5.3% of the respondents strongly disagreed.

45

CHART-4.1.12 The chart showing performance appraisal systems identify the strength and weakness of employee.

35 30 25 20 No of respondent 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly agree %

46

Table 4.1.13 The table showing major achievement and failure or success of work.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 18 7 22 18 10 75

Percentage 24 9 29.3 24.3 13.6 100

Source: Primary data Inference: The above table 4.1.13, it is inferred that 29.3% of the respondents are neutral, 24.3% of the respondents are disagreed, 24% of the respondents are strongly agree, 13.3% of the respondents are strongly disagree, 9% of the respondents are agree.

47

CHART- 4.1.13 The chart showing major achievement and failure or success of work.

30 25 20 15 10 5 0 No of respondent %

48

Table 4.1.14 The table showing co-operative and team work among the employee.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total Source: Primary data

No of respondent 17 16 18 15 9 75

Percentage 22.6 21.3 24 20 12 100

Inference: The above table 4.1.14, it is inferred that 24% of the respondents are neutral, 22.6% of the respondents are strongly agree, 21.3% of the respondents are agree, 20% of the respondents are disagree,12% of the respondents are strongly disagree.

49

CHART-4.1.14 The chart showing co-operative and team work among the employee.

25

20

15

10

No of respondents %

50

Table 4.1.15 The tables showing with training programs are effective for individual and organization development.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total Source: Primary data

No of respondent 28 19 10 8 10 75

Percentage 37.3 25.3 13 10.9 13.3 100

Inference: The above table 4.1.15, it is inferred that 37.3% of the respondents are strongly agree, 25.3% of the respondents are agree, 13.3% of the respondents are strongly agree, 13% of the respondents are neutral, 10.9% of the respondents are disagree.

51

CHART- 4.1.15 The chart showing with training programs are effective for individual and organization development.

40 35 30 25 20 15 10 5 0 No of respondents %

52

Table 4.1.16 The table showing increases the employee motivation.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 19 24 14 10 8 75

Percentage 25.3 32 18.6 13.3 10.6 100

Source: Primary data Inference: The above table 4.1.16, it is inferred that 32% of the respondents are agree, 25.3% of the respondent are strongly agree, 18.6% of the respondents are neutral, 13.3% of the respondents are disagree, 10.6% of the respondents are strongly disagree.

53

CHART-4.1.16 The chart showing increases the employee motivation.

35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No of respondents %

54

Table 4.1.17 The showing with increase the employee personal skill and knowledge.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 22 26 10 11 6 75

Percentage 29.3 34.6 13.3 14.6 8 100

Source: Primary data Inference: The above table 4.1.17,it is inferred that 34.6% of the respondents are agree,29.3% of the respondents are strongly agree, 14.6% of the respondents are disagree, 13.3% of the respondent are Neutral, 8% of the respondents are strongly agree.

55

CHART- 4.1.17 The chart showing with increase the employee personal skill and knowledge.

35 30 25 20 No of respondents 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree %

56

Table 4.1.18 The following table showing with the promotion or reward is helpful among the employee.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 18 16 20 13 8 75

Percentage 24 21.3 26.6 17.3 10.6 100

Source: primary data Inference: The above table 4.1.18, it is inferred that 26.6% of the respondents are neutral, 24% of the respondents are strongly agree, 21.3% of the respondents are agree,17.3% of the respondents are disagree,10.6% of the respondents are strongly disagree.

57

CHART-4.1.18 The following chart showing with the promotion or reward is helpful among the employee.

30

25

20 No of respondents % 10

15

0 Strongly agree Agree Neutral Disagree Strongly disagree

58

Table 4.1.19 T he table showing satisfied with the transfer in the work.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 8 9 18 24 16 75

Percentage 10.6 12 24 32 21.3 100

Source: Primary data Inference: The above table 4.1.19, it inferred that 32% of the respondents are disagree,24% of the respondents are neutral, 21.3% of the respondents are strongly disagree, 12% of the respondents are agree, 10.6% of the respondents are strongly agree.

59

CHART- 4.1.19 T he chart showing satisfied with the transfer in the work.

35 30 25 20 No. of respondent 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree %

60

Table 4.1.20 The table showing with the performance appraisal is helpful among the employee needs and expectation.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 10 18 16 22 9 75

Percentage 13.3 29.3 21.3 24 12 100

Source: Primary data Inference: The above table 4.1.20, it is inferred that, 29.3% of the respondents are agree, 24% of the respondents are disagree, 21.3% of the respondents are neutral, 13.3% of the respondents are strongly agree, 12% of the respondents are strongly disagree.

61

CHART-4.1.20 The chart showing with the performance appraisal is helpful among the employee needs and expectation.

30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No of respondents %

62

Table 4.1.21 The table showing satisfied with separate committee to reviews the performance appraisal system.

Categories Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondent 10 24 20 14 7 75

Percentage 13.3 32 26.6 18.6 9.3 100

Source: Primary data Inference: The above table 4.1.21, it is inferred that 32% of the respondents are agree, 26.6% of the respondents are neutral, 18.6% of the respondents are disagreeing, 13.3% of the respondents are strongly agreed, and 9.3% of the respondents are strongly agreed.

63

CHART-4.1.21 The chart showing satisfied with separate committee to reviews the Performance appraisal system

35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No of respondent %

64

CONCLUSION
Based on the above interpretation it is concluded that the performance appraisal system is needed for organization improvement.

65

CHAPTER V

66

CHAPTER V FINDINGS, SUGGESTION AND CONCLUSION

5.1 INTRODUCTION The chapter deals with the findings, suggestions and conclusion. That with findings out the employee performance appraisal among the employees and there by provides faithful suggestions to enhance the level of employee performance appraisal among their employee. 5.2 FINDINGS 50.6 % of the majority respondents are female employees in the shalom garments 34.6 % of the majority respondents are 20 -30 years of age. 54.6 % of the majority respondents are married. 38.6 % of the majority respondents have completed HSC. 26.6 % of the majority respondents are account department in the shalom garments. 41.3 % of the majority respondents are above 10 years experience in this work. 50.6 % of the majority respondents are able to earn 3000 -6000 of monthly income. 38.6 % of the majority respondents are strongly agreed with the performance appraisal system needed in the organization. 425.6 % of the majority respondents are agreeing with the desired target of the organization is achieved through the performance appraisal system. 32 % of the majority respondents are neutral with the performance appraisal is helpful in reducing grievance among the employee.

67

452.6 % of the majority respondents are neutral with satisfied existing performance appraisal system. 29.3 % of the majority respondents are agreeing with appraisal evaluation strength and weakness. 29.3% of the majority respondents are neutral with achievement and failure or success of work. 24 % of the majority respondents are neutral with co operative and team work of the employee. 37.3 % of the majority respondents are strongly agree with training aspects are develop the organization. 32 % of the majority respondents are agreeing with increase the employee motivation. 34.6 % of the majority respondents are agreeing with increase the employee skill and knowledge. 26.6 % of the majority respondents are neutral with promotion are helpful among employee. 32% of the majority respondents are disagree with satisfied the transfer in the work. 29.3% of the majority respondents are agreeing with appraisal helpful among the employee needs and expectation. 32% of the majority respondents are agreeing with separate committee to reviews the performance appraisal system.

5.3 SUGGESTION The company should conduct effective training after the performance appraisal for their employees to improve their performance & also central frequency rating should be discussed with the employees at the time of performance appraisal review.

68

 The company should give combination of both (subjective and objective) appraisal and it should be of half yearly. The appraiser should keep on contract with the employees and motivate them for their growth & also to achieve the organizational goats. When an employee is newly joined in the organization he/she should be given proper information about performance appraisal system and its impact towards his/her job. As the workers feels that counseling session are useful in boosting the morale of the employees, it should be refined and policed to satisfy all the employees. Once an employee is evaluated he/she has to be informed about their strength & weakness. An employee should aware of the above, He/she will improve their strength & weakness and also it helps to increase the productivity of the organization. 5.4 CONCLUSION In this study appraising and managing performance was evaluate & found to be good. This project work also reveals the job in the existing system. By providing suitable training & development programs. The concern organization can improve the existing performance appraisal system. Overall this project work helps to understand every aspects of performance appraisal system. The performance appraisal system is one of the important factors which play a vital role in achieving the aims, goals and objectives of the business organization. The conclusion from this study confirms that the majority of departments of the study until are still using the traditional top down one-on-one supervisors to subordinate appraisal. The researcher concludes that multiple assessors increase validity and that subordinates are in a better position to observe certain skills of their supervisors and co-workers

69

Such as leadership, guidance, coordination, planning, training, coaching and work behavior that is often overlooked by management. The study also reveals that the present system of performance appraisal was mainly used for the promotion of employees. To have a better performance appraisal system in the study until, the researcher forwards to the management. Some valuable and useful suggestions and recommendations. If the management of the study unit implements the suggestions it will be very helpful to have a better performance appraisal system in the study which will help to accomplish the aims, goals and objectives of the study unit in the days to come.

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APPENDIX

EMPLOYEE PERFORMANCE APPRAISAL SYSTEM QUESTIONNARIE

1. Employee name 2. Gender 3. Age 4. Marital status a) Married 5. Educational a) SSLC 6. Department a) Production 7. Year of service

: : :

b) Unmarried

b) HSC

c) UG

b) Accounts

c) sales

d) Purchase

a)Less than 5years b) 5-10 yrs 8. Monthly income a)3000 b)3000-6000

c)Above 10 yrs

c)Above6000

9. Do you agree the performance appraisal system is needed in organization? a) Strongly agree b) Agree c) Neutral d) Disagree e) strongly disagree

10. Do you agree the desired target of the organization is achieved through the Performance appraisal? a) Strongly agree e) Strongly disagree b) Agree c) Neutral d) Disagree

11. Do you agree the performance appraisal in Shalom garments is helpful in reducing grievances among the employee? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

12. Are you satisfied with the existing performance appraisal system in Shalom garment? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

13. The performance appraisal system in Shalom garments helps to identify the strength And weakness of employee? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

14. Do you agree the performance appraisal in Shalom garment keeps on the major Achievements and failure or success of work? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

15. Do you agree appraisal helps to win co- operative and teamwork? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

16. Training programs conducted in Shalom garments are effective for individual and Organization development? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

17. Do you agree the performance appraisal system in Shalom garments increases the Employee motivation? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

18. Do you agree the training program conducted in Shalom garments are increases the Employee personal skill and knowledge? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

19. Do you agree performance appraisal system is helpful in shalom is offering the Promotions or reward among the employee? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

20. Are you satisfied with your transfer in the work? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

21. Do you agree performance appraisal system in Shalom garments is helpful to find out The employee needs and expectation? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

22. How are you satisfied with a separate committee which reviews the performance Appraisal? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

BIBILIOGRAPHY

1. Biswajeet pattanayak, Human resource management 3rd Edition, prentice Hall of India
PVT LTD page no116. 2. Seem Singh, organization behavior, Rorling kinderly page no 164 3. John R Hollenbeck, Human resource management, tata Mcgraw hill page no194 4. PG Aquinas, Human resource management, VIKAS publishing house PVT LTD, page No 109. 5. Sadna Dash 1st Edition, International Human resource management, Tata MC Grawhill publishing company LTD Page no 207 6. Jeffery A.Mello 1st Edition, HRM, Thomson publishing page no335 7. Mr.Rundrabasaraj 2nd Edition, personal Administration Practics in India, Vaikunth Metha NICM pages no 248. 8. Keith Davis 1st Edition, HRM, V.Jayakumar page no 113. 9. Aswathappa 5th Edition, HRM, Tata MC Graw hill PVT LTD Page no 114 10. Stevan L.MC Shane 4th Edition, organization behavior, page no 189 11. John M.Ivancevich 10th Edition, HRM, Page no 255 12. Stephan P. Robbins, organization behavior, prentice Hall of Indian PVT LTD Page No 255. 13. A Jaico Book House, 2nd Edition 2007 Strategic HRM-Kumar and tirupathi page no 56 - 62. 14. Michel Armstrong Kogam page India PVT LTD Page no 164. 15. Fletcher c performance appraisal and management 16. Fletcher, performance appraisal management.1st Edition. 17. Hannah S.Sistare,1st Edition.HRM, PHT learning PVT.LTD, New Delhi(2009)

18. Gregory H. Robbins, Performance appraisal as effective management (2009) 19. David A.Waldman. Performance appraisal (1997) 20. Dennis W. Organ performance appraisal, page no 113

WEBSITES
1. www. cities hr. Com 2. www. Google. Com 3. www. Yahoo. Com

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